Showing posts with label candidate. Show all posts
Showing posts with label candidate. Show all posts

Sunday, August 5, 2012

Happy Employees Make Happy Customers at the Blue Ribbon Restaurant

My good friend and colleague Dale and I decided to have our meeting over dinner at the Blue Ribbon Restaurant this past week. It was crowded as usual, and we were happy to score one of the last remaining booths near the counter.

Our server Jenny was Juanita-on-the-spot with menus and ice water, without prompting from us. She kept checking on us, taking our orders quickly and following up to see if we had enjoyed our dinners. She even encouraged me to try one of the Blue Ribbon's great sugar-free desserts. Jenny smiled, bounced and beamed as she multi-tasked taking care of all of the customers in her section, including us.

Intensely committed to providing great service to my customers, whether they have been internal to my organization or external customers, I love when I experience great customer service myself. Jenny's diamond demeanor was infectious, and she energized me even at the end of a long and very busy day of business meetings.

When Dale and I worked together at the same company, we'd have our business cards poised to recruit talent like Jenny to work in our stores; it was a no-brainer.

I had no job for Jenny that night, but I had a question. "Hi, I'm Deb," I said, introducing myself as Jenny brought us both take-out containers and bags to carry them in without a second request (Great service, I told you!). "You do a great job, what's your name?" "Jenny," she replied, beaming even more if that were possible. "Thank you." I asked her another question. "Jenny, you seem really happy. What makes you happy to work here?" Jenny answered without missing a beat. "The family who owns this restaurant treats me so well. They're respectful, they care about me, and they trust me. At past jobs, I've been yelled at and micro-managed. Not here." I loved Jenny's answer. "How long have you worked here?" I asked, my last question. "Two years," Jenny replied. "And I love it here." That was crystal-clear.

As Dale paid the bill at the cash register, I couldn't resist. "Are you one of the owners?" I asked the young man at the register. "I'm the son and nephew of the owners," he replied, smiling slightly. "You might say I'm an owner-in-training." I smiled back. "I just wanted to let you know that our server, Jenny, is great." He smiled wider, glancing at her bustling around the customers in her coverage area, and without missing a beat as he handed Dale his change, replied: "Yes, she is great. We're lucky to have Jenny."

We were all lucky that night, because at the Blue Ribbon Restaurant, they clearly know that happy employees make happy customers.


Sunday, July 15, 2012

Joyful Recruiting Makes Happy Customers

Since my experience as a customer long precedes my experience as a Human Resources / Recruiting / Organizational Effectiveness Subject-Matter Expert (Yes, I remember my mother taking me for all-Saturday shopping sprees in my stroller, complete with a detachable pink strap harness equipped with a leash to give my mother the illusion of preventing me from making a break for it), it's my great experiences as a customer with exceptional employees that tell me which businesses are probably great places to work:
  • The nurse anesthesiologist who sang The Beatles They Say It's Your Birthday to me as my son Noah was born via emergency c-section while keeping me well-numbed;
  • The dining hall staff who kept us well-fed and well-served at Ferry Beach, Maine camp -- it was more like spa food than camp food;
  • The consistently great service I receive from the staff of the Rensselaer County Regional Chamber of Commerce, who continue to build their success by in turn authentically supporting the success of my business and those of my fellow Chamber members.
This week's Washington Post article on how Zappo's workplace culture directly translates into their best-practice customer experience is yet another key data point that happy / engaged employees absolutely make happy customers.

Conversely, it has been my consistent experience that employees with a bad attitude provide me with bad customer service (customer service is one of those key business areas where you can't fake it until you make it), indicating either a bad hiring decision or even worse, that the employee is a microcosm of a bad workplace culture, which acts as a powerful disincentive to bring my repeat business to their company. Social media on smartphones make these type of experiences painfully contemporaneous on the interwebs and embarrassingly public, such as the tweets I read from a colleague who real-time was experiencing poor customer service at a local grocery store, complete with the sour-puss employee complaining about their corporate management team.

Which is why a great Recruiter -- joyful, full of energy, authentically conveying how happy they are to work for their employer -- is a critical customer service and reputational representative for any company striving for best-practice customer service. As the Executive Recruiter for my company at the time, for example: my extreme satisfaction in my own job was often the decision-point attracting candidates to join my company. Candidates heard the joy in my voice during phone-screens, and wanted some of it for themselves. My company was a great product to present, and I derive a great deal of professional joy to this day vocationally matchmaking great candidates to great companies.

If your Recruiter exposes your candidates / new hires to a negative customer service experience, such as:
  • Lack of skill / experience, e.g. slow response times or rudeness to candidates;
  • Subjecting your candidates to bureaucratic hoops and transactions;
  • Conducting phone-screens and interviews like a grand-jury investigation;
  • And worst of all: when the recruiter conveys their own dissatisfaction with their job or the company;
You may be not only conveying a negative impression of your company and your workplace via the key channel of your Recruiter(s), but also hemorrhaging dollars in lost customers, candidates and turnover (e.g., the average cost of entry-level employee turnover is currently running about $6,000 a pop).

Or: if your joyful Recruiter takes leave of your company for happier workplaces because your company has become too negative, and therefore too difficult, to present authentically as a great place for great employees to consider, it may be time to take a step back and reassess your workplace / human capital strategy and branding as it dovetails with your company / customer service branding.

Which is why joyful recruiting is critical for happy customers.

How authentically joyful is your Recruiter about your company branding, your workplace culture and their job? And, in turn: how happy are your customers?

Sunday, April 15, 2012

Good Boundaries Make Good Hires


And he likes having thought of it so well
He says again, "Good fences make good neighbors."

                                                 -An excerpt from Robert Frost's poem Mending Wall


Nothing is more frustrating when you need to hire 100 seasonal warehouse employees in 3 weeks than to have the post-offer, pre-employment drug test come back positive. Cost-per-hire time and money down the toilet (no pun intended), including but not limited to the wasted cost of the drug test, which could run about $35 - $50 a pop.

Now, you may not agree with the concept of drug-testing in the workplace at all: let's agree to disagree. In my experience in manufacturing and warehouse environments rife with automated conveyors, heavy forklift and cherry-picker lift-truck traffic, you want everyone to be clean, sober and constantly on the alert. A 5-story fall from a cherry-picker at the top of your typical warehouse to its cement floor is certain death. A human / forklift collision is at minimum a loss of physical capability and at maximum, life-changing paralysis or even death as well. You get what side of the fence I'm on.

Early in my warehouse hiring career, we had about 10 drug-test failures in one week. A $500 bite in one week out of my already thin Recruiting budget. The Operations, Loss Prevention (LP) and Human Resources teams got together and brainstormed. Here are some of the solutions we developed and implemented:
  • We inserted messages into our employment application and ads that we were a Drug-Free employer;
  • We posted signs with the same messaging in our interview areas;
  • We developed a fact sheet for applicants to read during the offer process that not only spelled out we were a Drug-Free Employer, but also that we also required a post-offer, pre-employment drug test.
These hiring boundaries had an immediate impact, and we saw a drop in our pre-employment drug test failures. But we still had one or two each week, which continued to be a frustrating waste of time and money. I reached out to our testing vendor and asked what drug was the most common reason for failing our pre-employment drug test. It was marijuana, hands-down. We gathered the teams together again. "It's easy to grow and readily available, that's why it's an issue," one LP team member observed. "True," I responded. "It's not considered a 'hard' drug," a member of the HR team added. "So maybe applicants don't think we're testing for it." Great point. "Okay," I summarized. "Let's add that we test for marijuana to the fact sheet and see what happens."

I hit the jackpot later that week. Two well-dressed and professional young women attending college locally came in during the 2nd shift open-interviews; they were friends and I interviewed them together. As I prepared their offer letters and pre-employment drug testing paperwork, I gave them the revised fact sheet to read that spelled out marijuana as an illegal drug included in the drug test. "Ma'am?" one of them queried politely. I looked up. Disappointed, they handed back all of the new hire paperwork to me. "We can't work here," the young woman continued. Her friend nodded. "We smoke weed every day," she added. "We don't want to waste your time. Thank you for the opportunity." I nodded my understanding. "Thank you for letting me know," I said, genuinely grateful. "I wish you both the best of luck." I appreciated their candor, but wondered how many opportunities they had to pass up because of that personal choice.

Are you clearly and constructively communicating your workplace cultural and compliance boundaries as part of the hiring process? If not, consider the opportunity to lower your overhead costs -- your cost-per-hire / cost-of-turnover -- by proactively and positively sharing your workplace running rules with your lead candidates.

Good boundaries make good hires.   


Sunday, February 12, 2012

You Can Handle the Truth About Your Job Search

I received an email today from a reader in a related industry who has been looking for full-time work since 2010:

Hello Debra-

I read your recent blog with great interest.  I've been "selling" myself for the past 2 years with no full-time takers.  Please see my attached resume. Comments?  Opportunities?


Thanks so much.

Gentle readers:  I was born in New York City, and my daddy is a Marine.  If you ask my opinion, I will serve it up directly and in the spirit of supporting our mutual success.  In that context, below please find my direct and heartfelt response:  

Thank you for your kind feedback on my blog posts.

I've been to the Recession Rodeo a few times myself as well as in the hiring authority seat, so my response to you is grounded in both of those experiences:

 
  • If you hadn't mentioned that you have worked, albeit part-time, since 2010 in your email below, I would assume from your paperwork that you have not worked at all since 2010.  Please consider including your contract / project work since 2010 as your most recent / current work experience on your résumé since 2010.   Work, part-time or full-time, still counts as your most recent résumé item, perhaps as a Consultant performing contract work.  One significant reason you may not be getting many bites from hiring authorities.  Also, from your email, I don't know the depth and breadth of these part-time / contract projects.  Summarizing recent projects since 2010 in both your résumé and cover letter / email telegraphs that you're already working and therefore employable to a potential hiring authority.
  • Good, bad or indifferent, your lack of social media presence does not do your background justice.  Please do some LinkedIn searches to see how peers / colleagues in your industry have punched up their LinkedIn profiles, including a headshot that communicates trust.  The more you use / explore LinkedIn, the more you learn its capabilities to promote you as a professional / practitioner.  Also:  once you're 5 years or more past graduation, no need to keep graduation dates on your résumé.  Also:  lots of great books in the local library system on this subject.  A lot of what I've learned about social media has come from reading and online / in-person seminars, almost all free.  And once I learn it, I implement it.
  • Hiring authorities and your network will do a quick Google search to see what you've been up to / what you've accomplished.  My quick search on you turned up an article implying different employment dates / employers.  When dates / employers don't sync up on a résumé, hiring authorities will also take a pass.  Please ensure that your résumé matches these searches, and/or outline why.
  • Stating reasons for leaving jobs / companies on your résumé and LinkedIn profile not only demonstrates that you're proactive, but may also help a hiring authority take a second look at you as a candidate.
  • Most importantly:  have you asked for this same feedback / advice from trusted colleagues / friends in your local network that you have asked from me (someone who has never met you)?  From former clients?  If so, what are they telling you?  When I hear the same piece of feedback twice, I have learned over time that I need to listen, incorporate it and change course. Also, for those folks in your network and clients that you've listed on your résumé:  have you networked face-to-face with all of them, asking for their advice and asking how you can be of service in return?  Selling is an in-person exercise; with your background and accomplishments, you know this even better than I do.

Hopefully my comments were what you were looking for: I suspect that you will make better progress with in-person contacts within your own network.  I wish you the best in those explorations.

Have a great week and thanks again for your feedback,

Deb.


Sunday, February 5, 2012

Doing the Job During the Interview Benefits Everyone at Work

As I mentioned in this post last November, one of my best experiences of doing the job in the interview was when Bill, the best mentor / manager of my career to date, gave us both a break from the formal interview and asked me to write a press holding statement based on a chemical accident scenario he provided, giving me 15 minutes to do so.  I loved it.  I banged out the holding statement in 5 minutes and handed it over to him.  Bill looked at me, looked at his co-interviewer and smiled.  I knew then that I had the job.  More importantly, I had the wonderful experience of witnessing Bill's appreciation for my talent and abilities as part of the interview process.  Because Bill had the insight as the hiring authority to ask me to do the job in the interview, we had each other at hello.  It was the beginning of a rewarding work experience for both of us.

This past week, a colleague took this best practice one step further and invited their lead candidate to work in the office with them for 3 hours.   Clever Colleague wanted to see how Lead Candidate conducted themselves as they completed a key task together.  Both Colleague and Candidate were pleased, and both are now truly ready to seal the deal with a job offer.  

Clever Colleague was also smart enough to know (without prompting from me) that they should pay Lead Candidate for their work demonstration time.  

This is a best practice because it takes the hiring process out of the theoretical chatter that is the banal and tired employment interview and brings it into the realm of actually demonstrating the work that needs to be done by the prospective employee (vendor) to successfully fill the needs of the job at hand.

It just like good theatrical writing:  show me, don't tell me.  If you don't have the skill to demonstrate how you can you best meet the needs of your next employer (customer), you become like a forgettable movie ending:  like the bad narrative that someone else forced Harrison Ford to do at the end of Ridley Scott's first theatrical release of Blade Runner.  It just doesn't ring true, and it does not do you as the candidate (vendor) any justice at all.  (Or, as illustrated by my favorite line from Human Resources interviewees who have no HR experience:  "I'm really great with people.")

Work demonstration does not need to be just the hiring authority's idea during the employment sourcing process:  how have you (and will you) proactively demonstrate by doing the job in the interview that you will concretely meet / exceed your new employer's needs?  Is it a press release, a custom Crystal report, a draft marketing plan for your first 90 days in your new role?  The creative possibilities are endless, for both vendors and customers.  Make your best work demonstration offer to the decision-maker.

This week:  show us what you can do at work.


Sunday, January 29, 2012

Be the Vendor (Not the Applicant) in the Job Interview (Sale!)

It's a point-of-view game-changer:  are you an applicant in a job interview, or a vendor?  I've witnessed the paradigm-shift as I've coached two talented professionals over the last month.  It's like watching the switch flip back to the authentic human capital offering.

Approaching a job interview as an applicant forces you into the frame of supplicant. Beggar. When you approach the interview in the sad context that the hiring authority is doing you a favor by talking to you, you're just another dancer in the Chorus Line, murmuring the meaningless mantra of "God, I hope I get it."  Oh, you'll get it all right.  Rejected, with that attitude.  You're starting out one-down from the hiring authority, in the supplicant's unmistakable veil of fear.  Fear of rejection; fear of not being able paying your bills, fear of (insert your worst fear).  In this fearful stance of the supplicant, the hiring authority has you at hello.  You're trapped, you're at their mercy and you did to yourself.  Don't get me wrong;  the "What Does He Want from Me, What Should I Try to Be" mantra is not necessarily the recipe for disaster:  supplicants are hired every day.  The hiring authorities who need that kind of control need that kind of applicant who surrenders their personal power for a paycheck.

It doesn't have to be that way.  You control this interview conversation more than you know.

This interesting switch dwells in all of us:  it's just a matter of being open to its possibility and creativity.   In coaching the First Professional, who had not been on an interview in several years and who with real anxiety asked me to put together a top-10 list of the toughest interview questions and answers to expect, I did something unexpected.  "Don't approach this as an applicant," I coached.  "If instead in this meeting you were the vendor providing these services on an outsourced basis for this customer, tell me why you're the vendor they should choose."  The Professional's fear evaporated, and the sparkle returned to their eyes:  the switch was turned on and they instantly empowered themselves.  They proceeded to knock my socks off with their proposal and their energetic self-possession.  They did the same with their new employer the next day.  They were head-and-shoulders above the other candidates in their expertise and self-confidence, who I'm sure were merely supplicants.

It's not just a matter of the supplicant answering the employer's questions correctly:  the real conversation is the subject-matter expert (SME) vendor meeting / exceeding the potential customer's needs.  And as my daddy taught me:  when the customer is doing most of the talking, and is selling you on them and their organization, the signs are positive that you can ask for the order (job), and close the sale.

I saw the switch turned on again today with the second Professional.  While their current employment situation is a bit sketchy due to economic forces, they have several potential "customers" interested in their services next.  The pressure is off, there's no veil of fear, they don't have just one potential customer.  As they engage in their initial customer conversation this week, they can be completely present, authentic and centered as the talented SME Vendor they are, exploring the potential possibilities together with the customer of working together, rather than stoop to some bizarre and hellish personal version of Quiz Show.

May the week ahead present innovative proposals and produce fruitful new partnerships for us all.




Sunday, December 25, 2011

An Unexpected Gift at Work

I must admit, I love tendering job offers.  Match-making a talented candidate to a position where they will add value and contribute to the success of their new organization?  It's a win-win, all upside.  And I get to not only broker the transaction, but also deliver the glad tidings to both candidates and hiring authorities of "yes, they want you for the job" and "yes, they want to come work for you." It's like basking in the glow when you witness (or contribute to) the birth of a child.  My friend Pete is right:  I am a Career Yente.

During the last few years as The Great Recession malingered, the glad tidings were few and far between:  everyone, candidates and hiring authorities alike, were either unable, afraid or both to commit to making many job matches at all. Additionally, hiring authorities learned the sad and difficult task of laying talented people off instead of hiring and retaining them for growth. So last December 31st, as the year ended and the cold weather deepened, I tendered a job offer that gladdened both me and the candidate.  It was not only the job match made:  it also represented the collective envisioned faith that 2011 would signal a shift, a veritable thaw in the economic and vocational winter that had spanned years, not just seasons.

This week, as we celebrated the return of the light during the Winter Solstice, there are small signs of that much-needed shift towards a thaw.  The consumers are shopping again, with or without your approval / agreement:  the net result is that it helps the economy.  The unemployment rate locally keeps dropping.  Anecdotally speaking, a number of my colleagues are hiring, and finding some jobs hard to fill.  Other colleagues are getting new jobs / promotions; or fanning the momentum of their new businesses / practices as entrepreneurs; or both.  For the first time in 3 years, my husband Joel's business was busy during the holiday season.  Spending money on custom picture-framing is a singing canary in the economic coal mine.  There are definitely signs of movement underneath the economic permafrost.

And one year later, an unexpected gift at work from that candidate who received and accepted that job offer on the eve of 2011.  It was meant as a note to accompany a small yet thoughtful holiday gift; however, the note, excerpted here, was the real gift:

Thank you so much for giving me the opportunity to join this great team! Of all of the organizations I've worked for, and all of the positions I've had, (this) is really the most rewarding and best fit I've experienced.  Thanks for all that you do!

I wish for you, dear friends and colleagues, the same abundant gifts now and into the future, at your work.


Sunday, November 6, 2011

Do the Job Before You're Hired

I love Nick Corcodilos of Ask the Headhunter fame.  Among the plethora of gems in his wealth of sage advice for all of us -- candidates and hiring authorities alike -- is his mantra to do the job in the interview.  In other words, a successful interview is not the hiring authority asking you a prescribed set of questions to which you provide a pre-rehearsed set of stock answers.  Think about it:  how do the participants in an artificial conversation like that determine authentically how well they will partner and contribute to the bottom line together, or not?

Instead, Corcodilos encourages candidates to adopt the salesman's stance to discover the business needs the hiring authority has and then effectively provide and demonstrate how their needs will be met / exceeded during the interview.  Clearly, a much more authentic and revealing evaluation.

One of my best experiences of doing the job in the interview was when Bill, the best mentor / manager of my career to date, gave us both a break from the formal interview and asked me to write a press holding statement based on a chemical accident scenario he provided, giving me 15 minutes to do so.  I loved it.  I banged out the holding statement in 5 minutes and handed it over to him.  Bill looked at me, looked at his co-interviewer and smiled.  I knew then that I had the job.  More importantly, I had the wonderful experience of witnessing Bill's appreciation for my talent and abilities as part of the interview process.  Because Bill had the insight as the hiring authority to ask me to do the job in the interview, we had each other at hello.  It was the beginning of a rewarding work experience for both of us.

During this last transformative trip to the Recession Rodeo, my trope or variation on this theme is to do the job before you're hired:  as a 1099 contractor / consultant performing a small / short-term project for the potential employer.  

Doing the job before you're hired via a contract project is all upside.  Both you and the hiring authority get to experience what your shared work life will be like, allowing both parties to assess each other in much more detail than the much shallower artifice of an interview process.  You get to interact with both your potential boss and your potential co-workers in the daily routine of their work environment.  You can weigh the positives and negatives of working with the potential employer more objectively when they are your customer:  frankly, it's less emotional and for the most part, more collegial.  It also levels the playing field to the cost / benefit of a commercial relationship, rather than the often distracting power dynamic of the employer-employee relationship.  

During such a contract trial period, the employer benefits from the product you produce to move their business forward, and you are paid for your work product / talent in the process.  It's a business transaction:  it's a win-win.  

And if one or both parties decide not to move forward with an employment relationship, no harm, no foul.   The employer has not made a bad hiring decision; and you do not have a short tenure on your résumé to explain to the next hiring authority.

Both interview parties -- candidate and hiring authority -- literally putting their money where the static interview used to be:  now that's a human capital investment I can get behind. 


Sunday, September 4, 2011

Can't Fill That Job? What is "The Help" Saying About You?

In the 1960's setting of the best-selling book and movie The Help, the reputation management channels were limited, but effective:
  • In-person social networks that existed within the two distinct groups in the story:  the white (mostly) segregationist employers and the African-American domestic employees;
  • Hard-copy newsletters;
  • The telephone;
  • And of course, the book, the-story-within-the-story, The Help.
Now as this movie trailer intimates (without giving too much away), the white segregationist Hilly clearly was not an employer-of-choice in Jackson, Mississippi:

As of September 2011, there are exponentially many more available reputation management channels available to talented candidates:  LinkedIn, Twitter and Google are merely the tip of the reputation management channel iceberg. 

And just as you as the CEO / Hiring Authority are using LinkedIn and other reputation management channels to perform research checks on just how talented / savvy your candidates are (or are not), they are performing the same reputation checks on:

  • You as the CEO; 
  • Your leadership team; 
  • How you treat your customers; 
  • How you conduct yourselves from a values standpoint;
  • What the press says about you, good and bad;
  • What your organization's long-range value proposition is;
  • And most importantly, how you treat your employees.

Savvy candidates, among other methods, can do a simple search on LinkedIn to find your current employees in their own networks, virtual or in-person.  And they're performing reference checks on you. How do you and your organization hold up?  Do you know?

A sure sign to me as a recruiter that an organization is in trouble in any of the above areas is how many applications I receive from the current employees of an organization.  I can also confirm my concern by the rate of churn -- employee departures and new hires within a short period of time -- at a particular organization, also thanks to LinkedIn.  Is that the reputation you want to convey?

Hiring is beginning to pick up in certain markets, and SmAlbany is one of them.  The competition for talented candidates is beginning to splinter the good fishing of the candidate barrel that this last recession had created.

Having a hard time finding talented candidates to fill your positions?  Are you listening to the chatter about you and your organization currently buzzing along the multiple reputation management channels?  Are you coming across as Hilly, or as Skeeter?

Sunday, July 24, 2011

Banish Bitter and Blotchy From the Interview (Sales Call)

Several years ago, I sat at my company's booth at a large job fair. I was alone covering the booth as the other members of my recruiting team were out on a break.  

A job-seeker approached the booth:  a gentleman with salt-and-pepper hair, dressed in a nice navy suit, red silk tie, polished shoes, equipped with a leather portfolio and linen paper résumés.  On the outside, he looked great, quite hireable.  On the inside:  he was a mess and he proceeded to over-share with me (A career-long occupational hazard for me:  I'm a recruiter, among other SME gears, yet candidates more often than not mistake me for their therapist, whether it's on the phone or in person.).  "Hi!" he chirped, slapping one of his résumés on the booth counter.  "Need an accountant?"  I smiled back.  "Not at the moment.  However, I'd be happy to have your résumé in the event we need one in the future."  

His face fell, and he was visibly annoyed.  "It's because I'm 53, right?" he insisted.  He shook his head.  "It's why my boss let me go, and it's why I can't get hired:  no one wants to hire anyone over 40."  He began to walk away before I could even respond.  Usually, I'd let bitter-and-blotchy candidates like him go their miserable way.   The first candidate contact is like the first date:  candidates are (theoretically) on their best behavior, and hiring bitter-and-blotchy usually doesn't end well.   But he was clearly discouraged and clueless, not a winning combination.

"Excuse me, please don't walk away," I requested.  The job-seeker turned around, surprised.  "Are you talking to me?" he asked.  "Yes please, if you don't mind:  I can't leave the booth right now," I replied.  He came back to the booth, clearly curious.  

I leaned over the booth counter.  "I know why you're not getting hired.  Are you interested in hearing why?"  He nodded.  "You need to move past how your last boss hurt you, and let it go," I confided.  "And if you can't do it yourself, ask someone you trust to help you work on it, so you won't ever speak to a hiring manager like that again."  He was a bit stunned.  "I am hurt," he said, sadness replacing anger.  "I know," I replied gently.  "And it's stopping people from hiring you."

He paused for a moment.  "I've never had a recruiter speak to me like this before. I appreciate the feedback, but why are you telling me this?"

I smiled.  "Because you have a great résumé, and I just hired a 73 year-old last week."  

He laughed, and thought for a moment.  "Well, I have a good friend who's a Vice President of Human Resources:  I could buy him a cup of coffee and talk it through with him."

"Perfect, please do!"  I said,  extending my hand.  "Good luck."  He shook my hand.  "Thank you for telling me."  he said. "I appreciate your honesty."

I know what you're thinking:  how could this candidate not know the impact he was making with his bitter-and-blotchy presentation and baggage, especially spewing his grief and anger all over a hiring authority / decision-maker?   It's pretty simple:  a lot of folks are so verklempt over their losses and challenges that their feelings are driving the bus instead of their common sense and sales ability.  They're not focused on consciously managing their changes.

Change Management SME's emphasize that in order for people to effectively manage change, they must achieve some closure with the past and let it go, so they can move forward and resiliently embrace change.

Whether you're selling yourself in an interview, or selling your product to a potential customer (same thing in my reckoning),  leave the past and the bitter-and-blotchy attitude behind:  so you can move forward, close the sale and build your success.


Sunday, May 8, 2011

A Job Interview Transformed Into a Sale

A Dear Colleague of mine went on an employment interview last week, in response to a job posting for which they were imminently, if not a bit, over-qualified.

They are clearly the lead candidate for the advertised job.  While the salary rate is below what they made in their last position, it would be a logical career move, given the economy, to take the position and gain the resume' experience. 

And then something magical happened.  During the interview, the Decision-Maker identified three projects for which Dear Colleague was also imminently qualified, which were also a bit out of the scope of the advertised job but clearly a priority for the Decision-Maker. 

Dear Colleague, as a result of their recent experience in building a consulting / contract client base, was able to on the spot hear the needs of a potential Customer through the artifice of an employment interview.  Dear Colleague nimbly then asked some key intake questions to confirm the needs of the Employer-Turned-Potential-Customer.  Then, Dear Colleague proposed potential and viable solutions to the Decision-Maker in a consulting role.

Long story short:  Dear Colleague is putting together a project proposal for the Decision-Maker.  And Dear Colleague is still in the running for the advertised job, which for bureaucratic reasons, will take longer for Decision-Maker's organization to process than Dear Colleague's consulting project proposal.

The supplicant candidate transformed the discussion - and themselves - into a Vendor (read:  Entrepreneur) meeting the needs of the Customer; building the product (read: Dear Colleague's skills and abilities to meet / exceed the Decision-Maker's needs) just-in-time, on the spot; asking for the order; and closing the sale.

Supplicant transformed into Entrepreneur:  now that's an economic turnaround I can get behind.

How - and in what direction - will you transform your Decision-Maker meetings this week?

Sunday, April 10, 2011

OMG YR FIRED ;(

I recently heard through my network of a text-message employee termination, which was brief and in the neighborhood of the following:

Pls don't report to work tmrw; not working out; will pay out yr notice.

I shared the story with my husband, Joel.  "The employer could have just tied the termination note to a rock and thrown it through the employee's car window," he replied in disbelief.  "That really happened?"  I nodded sadly.  "Really, really cheesy." Joel said sadly. "That goes beyond cheesy.  It's like 'Hi, I'm breaking up with you; and oh, by the way, I have herpes.'"

Sometimes I fear that popular media examples of poor people management practices, like firing NPR Correspondent Juan Williams via the phone without due process and/or a progressive corrective action program, unduly influences some harried and hapless employers to hear what they like and leave the rest (E.g., the reputational flak that results from such attention:  could it be true that there's no such thing as bad P.R.?  Best to ask NPR's former CEO, who eventually lost her job as a result.)

Or could it be that some employers believe they have the ultimate power in an employer-employee relationship, giving them carte blanche to freestyle employee hiring, firing and relations?

There are three barriers to such freestyle misconceptions on the part of misguided employers:  legal compliance, reputation and customers.

Failure to observe legal compliance in employee relations exposes employers to legal, financial and reputational risk.  A roll of the employer-freestyling dice here can spell the end of a business.  Can you say "lawsuit judgment?"  Courtesy of a former employee or government regulatory entity, or both?

Reputation can make or break the recruitment and retention of both customers and employees, particularly in a local economy like SmAlbany.  A colleague and I were chatting discreetly about the vagaries of a local small business whose name we did not mention during our conversation in a remote Starbucks a year ago, when one of their former sales managers serendipitously walked in the door of the shop. The colleague waved to the sales manager and remarked to me in a whisper: "Seriously, the owner is a nut:  he continuously hires sales managers only to let them go in about 6 months.  That poor guy is the owner's latest victim, and everyone in the business community knows it."

And finally, and most importantly, customers.  It has been my observation and experience, and recently documented in Guy Kawasaki's Enchantment, that there is absolutely a direct connection on how well (or poorly) you treat your employees and how well (or poorly) in turn your employees will treat your customers.  And how well (or poorly) your customers patronize you as a vendor long-term as a result of mistreatment by your employees; mistreatment by you as the owner; or hearing about your mistreatment of your employees.  In other words:  treat your employees like hammered cow pies, and run the risk of your customers being treated like hammered cow pies, too:  and having both consequently conduct business with one of your competitors.

Bottom-line advice:  reserve text-messaging and other remote media for good news.  For both good news and the tough messages:  nothing beats face-to-face communications, supported with SME (subject-matter expertise) advice and compliant documentation, to drive authentic, accountable and courageous relationships, which in turn will only reinforce reputation and retention with both internal (employees) and external customers.

;)

Sunday, March 20, 2011

Reputation Makes Recruiting, PR and Marketing Ring True (Or False)

One night earlier in my recruiting career, I was uncharacteristically awake past 10 PM.  When I'm up this late with nothing interesting to read or watch, I turn on the t.v. for background noise and catch up on my work email.

A new email pinged in at 10:25 PM, not from a colleague but from an executive-level candidate responding to a query email I had sent earlier that day.  Here's what it said:
-----------------------------------------------------------------------------------------------------
Good evening:

There's no amount of money you could pay me to come and work for your company.  The (hiring manager) is a flaming asshole and everyone in the industry knows it.  Good luck with your search, your (sic) going to need it.

Sent from my BlackBerry
Please forgive any typos
---------------------------------------------------------------------------------------------------------
It startled me.  My husband Joel heard me gasp and woke up.  "What's wrong?" he asked, startled himself.

"Look at this email!  I've never seen anything like it from a candidate before," I replied, offering the laptop screen for him to view.  Joel smirked.  "I'm sure he's drunk," he concluded. 

I shook my head, bewildered at the candidate's carelessness.  "Friends shouldn't let friends email drunk.  Doesn't this guy care about his reputation in the industry?"  Joel arched a sage eyebrow at me.  "Well, is the hiring manager an asshole?"  I smirked my reply back.  Joel went back to sleep.

Just a few weeks after the drunken candidate email, I was networking on the phone with another industry executive to solicit candidates for the same job.  He was coldly cordial and (I presume) soberly to the point.  "I hear nothing good about your leadership team.  Your company doesn't have a great reputation out in the market.  Your sales have sucked for the past few years, and I predict you'll be out of business in the next 3 - 5 years."  I thanked him for his time and hung up.

Now, I love recruiting.  However, I listened to these two poignant and juxtaposed data points and came to the conclusion that no matter how good a recruiter I am, including but not limited to how positive an ambassador I am for my organization, no amount of recruiting lipstick was going to make the organization's reputational pig pretty. 

As the job market and the overall economy continue to rev up in fits and spurts, it's important to engage in organizational listening, in social media and other channels, to understand what your customers, candidates, vendors, etc. are saying about your organization.  And more importantly, to incorporate that listening into both your external and internal customer interactions, to ensure that the communication is consistently authentic.

Have a lot of open positions to fill and not getting a lot of candidates?  What's the word on the market about you and/or your organization?  What does my girlfriend Google say?  Or surely, you should have some inkling:  could it be the 20% of your workforce that you shed during the worst of the recession?  Or the chronic complaints from your customers about your service?  Whatever the facts are for your organization, consider addressing them proactively, factually, productively and future-facing.  And ensure that the recruiting, public relations and marketing streams are integrated, singing the same authentic message about your people and your products.

What's the word on the market about you and your organization?  And what are you proactively doing to address the message authentically?

Sunday, February 6, 2011

The Interview as Business Proposal: And the Product is You

The job market is starting to pick up, thankfully, and many of you have job interviews this week.  I'm thrilled for you:  break a leg.

Some of you are spending the evening with one eye on the Super Bowl and multi-tasking with Google and the very best intentions to find the ultimate answer to the ubiquitous (and uninspired) question, "Where do you see yourself in 5 years?"  Your navy suit, which will telegraph trust to your (hopefully) new employer, is pressed and ready on its hanger in the closet.  Your alarm is set. You've Google-Mapped the (new) employer's address. Your portfolio is stocked with multiple copies of your resume'.  You're drinking O'Doul's to ensure that you're bright-eyed in the morning.

A much smaller percentage of you are finalizing the proposal / presentation of how you're going to meet / exceed the business needs of your future employer (read:  customer).  You've done your homework and your metrics are crisp and to the point.  The customer is expecting a potential employee, and you will knock their socks off by exceeding their expectations as a potential strategic supplier, in-sourced or out-sourced.  You will present the product that you know the best:  you.  You will also conduct the same preparations that your competitor candidates are currently undertaking, e.g. the well-pressed suit, etc., but your unique selling proposition -- that puts you ahead of the pack -- is that you understand your meeting tomorrow is a sales presentation to meet the new customer's needs, not just an interview.  And if you've played your cards right, you're the only candidate, because you've made the right connections thanks to your network to reach the decision-maker before they've even thought of advertising their needs to the open market.

How do I know?  I've done it and won it myself.  Several times.

And you will, too.  Happy hunting; let us know how it goes.

Sunday, January 30, 2011

Needs-Based Networking Supports Success

While I love networking on a number of levels (notwithstanding my irrepressible and lifelong curiosity to meet new people), networking at its best is discovering the sweet spot that meets the needs of both people (or organizations) engaged in the networking experience.

This is where my career experiential knowledge base starts to trope and intersect in new and interesting ways.
  • Sales 101 (courtesy of my dad):  selling is not cramming your product mindlessly down your customers' and prospects' throats.  It is instead:
    • Identifying the needs of your customer (or prospective employer); 
    • And then, once their needs are known and documented, selling is meeting / exceeding the needs of your customer by providing your products and services in exchange for payment (and for those engaged in job search, your products and services are the relevant talent(s) and skills that meet / exceed the especial needs of your potential employer).  Which meets your needs, too.
  •  Mediation 101 (courtesy of my mediation teachers and coaches):  The source of all human conflict is needs met and unmet.
    • Mediation is hosting the conversation between parties in conflict;
    • A critical step in mediating conflict resolution is helping the parties in conflict each identify their respective needs underlying the conflict;
    • Once everyone's needs are identified and on the table, the chances are much greater that both parties in the conflict can come to a (often creative, heretofore unconsidered) resolution that meets the needs of all, on their own.
So:  instead of approaching networking as a reluctant supplicant (or worse yet, a noodge), first consider conducting a needs analysis / intake on those companies / individuals who interest you and with whom you'd like to conduct business.  What does the prospective customer (or employer) need to sustain and grow their business?  A great deal of this information is available via my girlfriend Google and LinkedIn, among other resources (including but not limited to your local business journal), and the rest can be gleaned via your network, which may well include current and former employees, customers and vendors of the executive / company / employer who interests you.

Once armed with that needs-analysis, are you able to meet / exceed their needs with your talent / goods / services?  If not, then be prepared to connect them with resources who can meet their needs, as their networking broker (or networking mediator, hosting the conversation); if you can't, then you are just a noodge.

Or, to borrow a concept from social media:  how can you provide useful information that is of service to your network and your prospective network, which in turn will continuously build and reinforce your reputation?

With that kind of preparation to meet the needs of all involved, how can you be anything but confident and constantly engaged as you continue to grow your network, your reputation, your business, your career and your ongoing success?  And, if you're wired anything like me, also have fun in the process?

Sunday, January 16, 2011

Who Am I, Anyway? Am I My Resume'?

When I was a freshman in high school, our Social Studies teacher, Mr. Treacey, and his wife (who also taught at the high school), took us to see A Chorus Line at the Schubert Theater in New York City.  (What that field trip had to do with Social Studies, I don't know, but it was great and cemented my love of the theater.)

That's where I first heard the word "resume'," in the opening song, I Hope I Get It,


Here are the lyrics:

Who am I, anyway?
Am I my resume'?
That is a picture of a person I don't know.

What does he want from me?

What should I try to be?
So many faces all around, and here we go.
I need this job, oh God, I need this show.

I always found those lyrics poignant and haunting on a visceral level.  Now, as an adult, I have the perspective and the language to say why.

For me, whatever side of the interview table I sit on, candidate or hiring authority, it's all about authenticity.

I can't dance.  Not at all. I have no talent for it.   So, I would never put myself - or the decision-maker -  through the rigor / torture of a dance audition.  In A Chorus Line, however, some of the characters can't really dance either, but audition anyway because they're passionate about dancing.  And they subsequently, one by one, don't get selected.  Don't get me wrong:  my heart breaks a little every time one of them doesn't make the cut.  However, the kid from Queens inside of me wonders what the hell they were doing there in the first place.  I know, it's just a play.  I'm just sayin'.

Passion without talent, or talent without passion, is the same:  inauthentic.  And inauthentic doesn't make the cut.

For that reason, I mentor those who seek career guidance from me to first and foremost identify the authentic intersection(s) between their talent and their passion.  And for most people, including me, there are several potential talent / passion intersections to discover and/or confirm.  With the assistance of a mentor, an independent assessment, or any combination thereof.

Without consciously and thoroughly determining those talent / passion intersections, any resume' - or proposal - will ring hollow with potential decision-makers, employers and customers.  But most importantly, with the candidate themselves, undermining confidence and bottom-line authenticity.

For example:  I love to sing; and I'm a good singer.  I know it, and others have confirmed it:  they let me stay in the church choir.

What are your authentic talent / passion intersections? Have you validated those intersections with a knowledgeable and equally authentic third party?  Are those intersections clearly outlined on your resume'?  

And most importantly, are you ready to win the audition?

Sunday, December 26, 2010

Talented Mentee For Hire! (Pass It On!)

I'd like to introduce you to Hilda, one of my talented mentees. I hired Hilda 6 years ago to be the site Human Resources Manager for our West Coast Distribution Center in California. So Hilda was there when we acquired the site, and she was part of the team that closed down the DC this month as part of ongoing consolidations caused by industry and economic changes.

I'd hire Hilda again in a heartbeat.

If you're looking for a talented HR Manager based about 15 miles south of LAX, you can find Hilda's profile here, on LinkedIn.

And if for some reason you are not on LinkedIn, send me an email and I'll forward you Hilda's contact information. Here's the unsolicited recommendation I posted on Hilda's LinkedIn profile:

"I personally recruited and hired Hilda in 2004 as the site Human Resources Manager for our West Coast distribution center and merchandising branch office, and I would not hesitate to hire Hilda again. She is a highly skilled HR professional with the ability to remain calm, empathetic and firm regardless of the situation or issue. Because of her skills and demeanor, she was very much respected by her colleagues and her internal customers during her 6-year tenure: critical for the success of any seasoned HR practitioner. Both the Vice President of Logistics and I considered Hilda to be a key member of the site leadership team, and in fact, we both considered her as potential bench for the site General Manager position: that's how strong a business partner she is.

Hilda's strong knowledge of California labor law and compliance was invaluable as we ramped up our operations in 2004, and her strong recruiting skills ensured that the DC was always properly staffed. Hilda is only on the market as a result of the closing of West Coast operation this past year (which she also helped facilitate), and that availability will greatly benefit the next organization lucky enough to hire Hilda into her next career position."

I'm proud to personally and professionally vouch for Hilda, and to do so in a proactive and public manner. There are a few motivating reasons, and the first and most important reason is to support Hilda in expeditiously securing her next job.

Secondly, to share as a best practice.  I've used a variation of this method for another talented mentee before: Laurie. She came to me shortly after returning from maternity leave, and asked for my help: the combination of the childcare and the commute wasn't working out, and she needed an HR job closer to home. I was touched by her authenticity and yet was not surprised by it at all, knowing full well how talented she is. I helped her get her C.V. ready, and in an out-of-the-box move (an updated variation of the networking theme that my first manager Nan started with me), I sent it via an email singing her praises to all of the heads of HR (about 38 of them) within a 10-mile radius of Laurie's home. One of them responded immediately (and wisely), hiring Laurie within the week into a position that had not yet been advertised. We then negotiated a transition until Laurie and I could hire her replacement. Laurie was subsequently promoted to the AVP of HR for her new organization.  Your basic win-win.

Aside from championing Hilda to her next position, I also want to encourage all of you, my fellow hiring-authorities and decision-makers, to use your discretionary power to champion the jewels of talent you know and/or mentor, and who have been arbitrarily and capriciously cast out onto the market of an economy that none of us ever imagined.

Proactively "pre-recommend" these available talent jewels by sending their information to other hiring-authorities and decision-makers. (And if this has been your practice especially during this last recession, please share your success stories here and elsewhere and spread the best practice so it can expand and grow!)

The economically impacted (the laid-off) do not need to become the next marginalized class. Those of us who have sat on both sides of the layoff table and who are currently in hiring-authority and decision-maker positions (there but for the grace of God go we!) absolutely have the power to shift that now-outdated paradigm: that if someone has been laid off, they must be inferior human capital. It is, more often than not, in these economic times, a false assessment, and I can personally prove it.  Hilda is just one of a number of shining examples to that passe' paradigm's contrary.

Years ago, in diversity training, we learned that if we were in one of the real / perceived power groups (male, Caucasian etc.), that we had a choice: that we could each personally shift the paradigm by using our discretionary power, and be inclusive of folks in more marginalized groups, rather than exclude them by default, ignorance or fear. Today, no one is more potentially marginalized than the laid-off and the unemployed. Thankfully, we have a choice: we can see them for the jewels of talent they are, and we, the employed hiring-authorities and decision-makers, can use our discretionary power and stand up personally, professionally, and publicly for them, and ultimately, for each other.

Or as my 9 year-old son learned in Sunday school:

"He drew a circle that shut me out— Heretic, rebel, a thing to flout. But Love and I had the wit to win: We drew a circle that took him in!" 




      Sunday, December 19, 2010

      Thank You Fer Teh Job Oppertunity

      Gentle reader:  whether you are looking for a new job, or you're looking to be retained and/or promoted in your current organization, I beseech you, I beg you, I implore you.  Please proof what you send to hiring authorities and decision-makers.  Emails, documents, etc.  It's so sad and tragic when you don't.  Repeatedly.  

      Seriously, stop it.  You need a job.

      Speaking of which:  I'm not going to repeat verbatim in today's blog post my blog post from last August, Write Your Life, Write Your Career.  Read my advice as a hiring authority and a decision-maker to you thereNot learning to write and proof to minimal business standards is, at the very least, a career-killer.

      Those of you who don't proof your work and are subsequently not hearing back from the job applications you submit:  I'm going to give you some brief yet poignant examples as to why:

      • state university of ny, albany ny
      (Hint: it's not proper grammar, and since I know for a fact that e.e. cummings is dead, you're definitely not hearing back from me);

      • Shift Manger, Ruby Tuesday's
      (I love mangers, especially at this time of the year:  what does this have to do with your management experience?);

      • Sent From My Verizon Wireless mobile phone
      (Not as impressive as it was a few years ago; now it's definitely just lazy.  Not a real signature.  You can change this default signature yourself, just check the Verizon Wireless website or ask Tech Support at your local Verizon Wireless store);

      •  Subject:  Your Career Oppertunity
      (Big ouch.  You misspelled the email subject line.  I don't even open up your email, I just move it from my email Inbox to the Candidate Regret folder); 
       
      • Education:  Saratoga Springs High School        
        (I know font formatting in emails can get messed up in web transit; that's why you should attach your C.V. as well as cut and paste your C.V. into the body of the email.  Otherwise, it's like receiving an anonymous ransom note from a serial killer with a lack of attention to detail);

        •  Hi:  I'm interested in teh job.
         (Hi.  You don't know me, therefore "Hi" is inappropriately too familiar for a cover letter salutation.  And you misspelled "the."   As the hiring authority, two strikes against you as the candidate.  We won't be familiar any time soon).


        Note: please consider any typos you find in this blog post as a pop quiz.

        Happy education; happy hunting; and happy holidays to you and yours!      







        Sunday, August 8, 2010

        Teaching My 9 Year-Old Son How to Sell (Or Interview. Or Recruit. Or Date.) Resiliently



        Our family had a wonderful time last Sunday afternoon volunteering for Spotlight Players Community Theater during the last performance of their Broadway-quality production of the musical murder mystery "Curtains." After experiencing their award-winning production of "Parade" earlier in the year, which we attended for free thanks to a grant obtained by the Spotlight Players, our friend Mike, who is a member of their Board, invited us to volunteer as ushers at one of the "Curtains" performances in exchange for free admission.

        These experiences with the Spotlight Players have re-awakened our family's long-standing interest in theater, closely related to our passion for movies. And I suspect that our 9 year-old son Noah, who likes to sing in Junior Choir; who is completely comfortable speaking in front of large groups thanks to the inclusive culture at The First Unitarian Society of Schenectady (FUSS); and who is the recipient of some sales DNA, might at some point be interested in performing in a theatrical production.

        Enough gifts for a family's Sunday afternoon, yes? There were more gifts to come in the form of the volunteer assignment that Noah and I shared.

        When we arrived before the show, Joanne, the volunteer coordinator, had enough ushers. "Are any of you interested in selling tickets to the performance or running the 50-50 raffle?" Joel, my husband, Noah's father and the ying to Noah's and my yang, volunteered to sell tickets for last Sunday's matinee to last-minute arrivals at the lobby table.

        Noah wanted to do the 50-50 raffle by himself. "You do need an adult to help you with the money, it can get quite busy," Joanne gently informed Noah. I chimed in. "It will be fun, we'll do it together -- it's just like the 50-50 raffles we do at FUSS luncheons after Sunday services -- half of the money goes to the winner, and the other half goes to FUSS." Noah agreed.

        Armed with a plastic bucket full of change and a roll of raffle tickets, Joanne gave us our instructions. "$1 for one ticket; $2 for 3 tickets; and $5 for an arm's length of tickets. You'll sell the raffle tickets until the show begins, and then during intermission. The winning ticket will be drawn at the end of intermission, before the second act begins." She smiled down at Noah. "However, it would be two arms' length for Noah." Noah outstretched his arms in a "T" formation, and smiled back. "Okay, we're all set," I said. "Now, as the customers come in, approach each one of them after they're done with Daddy, ask them if they'd like to buy a 50-50 raffle ticket, and tell them how the raffle works."

        The first couple left the lobby table and on cue, Noah approached them. And then he choked a bit. He looked back at me sheepishly. "I forgot what to say." I smiled back at him. "Not to worry -- why don't you listen to Mama a couple of times and then you can try again?" Noah nodded. I then smiled at the couple and explained the raffle, emphasizing the $5 option included the length of both of Noah's arms. They took the $5 option, enjoying the additional performance of Noah grinning and outstretching his arms as I measured the strip of tickets against them. "Okay, I'm ready to do it," Noah asserted.

        The next couple approached, and Noah ran his pitch like a pro. Amused, they also chose the $5 option and Noah's brief lobby performance. "This is fun!" Noah exclaimed to me as they walked into the auditorium.

        He approached the next couple, who appeared a bit harried. "No thank you, we're not interested," the woman said, unsmiling, to Noah. He turned to me, a bit crestfallen. "They said no."

        What a great coaching moment. "Not everyone is going to say 'yes,' and you can't take it personally," I said. Noah nodded, listening. "They seemed to be in a hurry. We can try them again during intermission. And I'd like you to remember what Grandpa Howard taught me a long time ago: if you talk to 30 people and you get one 'yes,' you're having a great day."

        Noah brightened. He got it. "We're already doing better than that," Noah calculated. "So we're already doing a great job!" Noah then proceeded to approach every person who entered the lobby both before the show and during intermission. And when he received the occasional "no, thank-you," he looked back and me and reasserted: "We have a lot of 'yeses,' so we're doing great!" I completely agreed, reveling in bearing witness to the lesson he was learning so positively and so early in his life.

        Just before intermission ended, Joanne and the director counted our take for the 50-50 raffle. "Noah, you raised the most money of any performance for this show," the director informed us. We were both proud. The director invited Noah up on stage to pull and announce the winning ticket.

        In front of an audience of strangers, Noah pulled the ticket and confidently announced the winning number.

        However, in this coach's (mother's) opinion, there was more than one winner that day.

        A wonderful and prosperous week to you and yours!

        Sunday, August 1, 2010

        Write Your Life: Write Your Career

        Disclaimer up front: as a serial and life-long reader and writer, I tend to focus on writing quality more than the average hiring authority, business partner, customer, colleague, friend or relative. However, I do not believe that I'm in the minority of potential decision-makers. And in the spirit of full disclosure, I do not claim to be a perfect writer or editor, with my solid B in my college Grammar 101 course. However, please do read on before you hit the send button on your next job application.

        Bottom line: I continue to consistently see unprofessional correspondence from job candidates. Cover emails and letters as well as job applications riddled with spelling and grammatical errors.

        The C.V. attachment that arrived with nothing but "Sent from My Verizon Wireless Blackberry" in the body of the email with the word "sex" embedded in the job applicant's email address is the most recent and memorable.

        Twice recently I have seen the mangled "oppertunity" (sic). Once in the email subject line. Ouch.

        The immediacy of error-ridden electronic job applications is perhaps even more heart-breaking than the old-fashioned hard-copy cover letters and C.V.'s sent to prospective employers via snail mail. That fading process at least, in theory, baked in some more time to review and proof your correspondence before you stamped it and dropped it in the mailbox (the red, white and blue metal ones). As a recruiter, just for the record, I do not miss at all managing hard-copy job applications.

        When a job candidate (or for that matter, anyone else who is writing with the intention of marketing a product) corresponds as carelessly as exemplified above, the telegraphed impact about you as a candidate on the hiring authority and / or decision-maker is deafening:
        • No attention to detail, does not proof their work
        • Makes frequent mistakes
        • Cannot write, perhaps cannot speak professionally
        • Poor judgment
        • Might have been impaired when they sent their email application.
        (Friends don't let friends email; text; dial; drunk.)
        • (Insert your own assessment here.)
        The 90-day performance review rated "unsatisfactory" writes itself in my head as I move the candidate's mangled application to the "regret" folder, as my experience in the dual role of inside Executive Recruiter and Director of Human Resources / Employee Relations guides me to manage the unsatisfactory performance in the hiring stage and not pursue such candidates any further.

        Managing poor performance on the front end (e.g., the candidate hiring stage) saves me and my organization a great deal of work and money on the back end (Payroll time wasted training, disciplining and making available to industry a substandard performer.)

        In other words, I had to clean up my own mess, HR-wise, if I inserted a candidate with the issues above into the hiring process and they were subsequently hired. Not to mention the poor reflection on my assessment skills. It certainly motivates the drive for quality candidates.

        There is so much information out in both the media and social media channels about the importance of accurate business writing in both the job application process and in the workplace, I'm once again at a loss to understand the substandard writing and grammatical errors I continue to experience in the work of others, especially in this competitive economy.

        And I'm not advocating that candidates with poor writing skills engage ghost writers to win the job. Because once you win the job, you still need to write at least emails. I had a manager who worked for me whose emails were borderline illiterate, and they had been in the workforce for almost 20 years. Intrigued, I checked their personnel file (I had not originally hired them). I was astonished to find a C.V. and cover letter better written than my own. Ghost-written. And, as I later found out, by their spouse. But their spouse wasn't there to help, post-hire, with their business email composition.

        My intention is not to come off as a writing snob. My own career Achilles heel is MS Excel spreadsheets -- they make my head throb. I winced and squirmed through Intro to MS Excel and Intermediate MS Excel courses. After nearly 10 years of formal and on-the-job instruction, I can for the most part use MS Excel at a satisfactory level. My next frontier is pivot tables.

        If writing is your Achilles hell (sic intended!), then please consider continuing education courses in business writing, and then please practice writing at every opportunity. In your volunteer work. Helping your children with their homework. Writing love letters. Facebook posts. If I can white-knuckle MS Excel, you can do the same with your writing for business.

        Before I send any important piece of writing out - proposal, job application, blog post - I let the best writer I know proof my work: my husband Joel. He just edited out a repeated word and pointed out two of my signature marathon sentences in this blog post, as a matter of fact. (Thanks, Hon!)

        If I'm at work: I read and re-read my work at least 4 times. And then I wait a while before I hit send, sometimes until the next morning. It's worked consistently for me.

        Sending in a job application is not a speed competition; if you send in your job application within the first week a job is posted, that is considered an expedient response.

        If yours is the first application I receive and it has multiple errors, I will continue to look at the other applications. Clearly, quality counts in this as well as other business writing scenarios.

        I believe writing is one of the ultimate acts of human manifestation: you can literally write your life. I have. And I love witnessing that act of creation in others.

        I have only one request: please don't write and send out crap. Because what's inside you is so much better than that. And decision-makers are waiting to discover and purchase the gifts you have to offer.

        A prosperous week to you and yours!