Career Management Alliance Blog

Over on the Simply Hired Blog, there’s a great post that discusses how job descriptions are often misused in the hiring process. Frequently, recruiters try to match candidates to the hiring manager’s job description despite the fact that these descriptions are often outdated or poor representations of the job requirements. By uncovering the needs of the hiring manger, asking probing questions about the real qualifications of the incumbent, and collaboratively morphing the description to satisfy the business objectives of the position in the future, both recruiters and hiring managers are more likely to achieve a better fit for the organization.

Recruiters are not the only ones voicing concerns over poorly constructed job descriptions. According to a recent survey conducted by Kennedy Information Services, three of the four top concerns of job search candidates are related to the quality of the job description itself. Candidates cite vague or unclear job descriptions, inflated job requirements, and omission of information on job postings as major frustrations with the current sourcing process.

By investing more time in the front end of the process and creating job descriptions that better represent the needs of the organization, hiring authorities are more likely to see a greater and faster return on their sourcing investment. In addition, it is prudent for job seekers to request a copy of the job descriptions for each position they interview for and incorporate questions into the interview dialog that address any gaps or vague responsibilities within the description.

Posted by Barbara Safani

No Comments »

Lou Adler wrote a great article today at ERE.net titled Speed Kills. Adler, a recruitment consultant, speaks mainly about the corporate recruitment/talent acquisition function. He contends that the need to make hiring decisions at a warp-like speed is creating a “monster” that may negatively affect corporations’ long-term competitiveness.

As someone who works with job seekers, I am also seeing how rapid decision making – by my clients AND employers – can adversely affect an otherwise stellar career. Don’t get me wrong, multiple jobs are not all bad. I am currently working with a marketing manager who has leveraged his career so skillfully – six jobs since 1999 – that after only eight years out of college, he is positioned for an executive role.

However, hasty decision making can also be disastrous for a career. I am working with another manager who has moved from three bad situations in the last three years. This is after a distinguished 19-year career with one employer. He is rightly concerned about his decision making abilities as well as his employability/marketability.

What is this relevant advice? It’s so basic, it almost seems silly to mention. But, given everyone’s need for rapid decision making, here it is:

Don’t make long-term decisions using short-term data.

Don’t make serious decisions based on emotions and biases.

Gather as much information as you can in whatever time is available to make major decisions.

Isn’t that a great reminder? Well, I have to go check my e-mail, voice-mail, and fax machine. My “to-do” list is really long today – actually, it’s long every day. Sound familiar? I am making a commitment to slow down my decision making – how about you?

Posted by Michele Haffner

No Comments »

According to a recent article in Forbes titled, The My Space Generation, the 20 somethings of today don’t really read newspapers or watch a lot of
television. This group shapes its views of the world through networks
of friends. This shift in culture and information sharing will have enormous ramifications during the upcoming election year as young voters can now turn to presidential candidates’ MySpace pages to learn about their platforms and even interact with the candidates on-line.

My prediction is that the same “high touch” expectation will be present as the millenniums move through the job search process. Companies that learn how to harness and embrace available technology will come out ahead in the future “war for talent” caused by an impending labor shortage over the next decade. Companies will dedicate a great deal of time and resources to building on-line communities to source and attract top talent.

So what does this mean to a job seeker in 2007? Consider targeting the companies that are already ahead of the curve. Research which organizations incorporate MySpace pages, company blogs, and “user-friendly” on-ine job application processes into their employer brand. These companies may very well be the ones that capture valuable market share in the future and become rewarding places to work. By trying to become actively involved in the on-line conversations of some of these companies today, you may help secure a spot in the organization some time in the future.

Check out the blogs at Hewlett-Packard, Boeing, and Avon to get a feel for how companies are using blogs to engage their audience. For information on which companies offer the best job candidate experience, take a look at Gerry Crispin’s Candidate Experience White Paper.

Posted by Barbara Safani

2 Comments »

Recently a colleague of mine was recruiting for a fairly entry level supervisor role managing a team of telemarketers. After reviewing the resumes, only one stood out and my colleague was seriously considering bringing the candidate in for an interview even though he currently lives hundreds of miles away in another city.

Since she could tell from the experience level on the resume that the candidate was fairly young, she decided to conduct a Google search on the candidate, assuming he probably had some sort of on-line presence. Despite the fact that the candidate had a very common name, she was able to quickly locate his MySpace page. What she found there was less than flattering. The page was filled with several derogatory comments towards women and accounts of recent drinking escapades. My colleague never called the candidate in for an interview.

I recognize that living your life out in front of people is part of the Millennium culture. Maybe the culprit is You Tube or reality TV. But how will young job seekers cope with an interview where the goal is to maximize accomplishments and minimize blemishes? How will their MySpace page reflect on them if a hiring authority chooses to conduct an on-line search?

If you find that your job search is compromised by a questionable on-line persona, there are tools available to help. Ziggs, ClaimID, Ziki, Naymz, and Zoom Info help people manage their on-line presence by creating new, cleaner listings that can overcome the positioning of the less flattering ones . But since it’s probably easier to remove a tattoo than to clean up a damaged on-line identity, make every effort now to proactively manage your on-line identity and keep it dirt-free.

Posted by Barbara Safani

1 Comment »

Probably not. Perri Capell’s column at CareerJournal.com discusses this often asked question. In recent surveys, age bias does not seem to be a factor. First Transitions, an outplacement firm in Oak Brook, IL, conducted a study between 2004 and 2005 of 434 male and female job seekers. The results suggest little difference in the average time to secure a new position with 35-40 year old participants securing an $83,000 job in five months, and 61+ year old participants securing an average $95,000 job in six months. The average across all 434 participants was 5.62 months.

A few caveats about the study participants: they all received professional assistance with their searches including a personalized résumé, interview coaching, and networking coaching. Also, half the participants were in the healthcare industry.

So what are the factors more likely to affect a search? Let me give you my top three:

1. The type of position. There are fewer positions at the top of the pyramid, thus there is greater competition.
2. The amount of time and effort put into the job search. The most successful searchers are dedicating several hours per week to their search. In addition, they are working a 360-degree search, which includes but doesn’t rely on Internet-advertised jobs. Instead, they are consistently generating and following up on good leads.
3. The decision to work with a career professional. Individuals that invest in a professionally prepared résumé, cover letter, and coaching in general get faster results and perform better in their interviews.

Posted by Michele Haffner

1 Comment »

A freelance reporter working on an article for the Sunday Washington Post contacted this author for comments about the recruiter-candidate relationship. In sharing some of my remark online, I hope to encourage your comments:

* Let’s acknowledge that the recruiter’s concern is meeting the needs of the company paying the fee.
Candidates sometimes believe that recruiters are their advocate, their friend; this mistaken belief is the source of a lot of candidate disappointment. Recruiters are the advocate of the company that hired them (retained search), or the company who may pay them if they find the right person (contingency).

* Can the job seeker be sure that the recruiter is acting in his/her best interest?
Professionals and executives recognize the importance of planning and networking; both come into play in ensuring a successful candidate-recruiter relationship. Plan to stay in a job for ~5 years – while happily engaged in your work, reach out to career consultants and recruiters. Make connections and nurture relationships so that when you are ready to make the next move, you have already established a mutually respectful relationship with people who can help you. Such helpful professionals might include a career management consultant to guide your brand development and marketing campaign; and, a recruiter to facilitate the placement.

Candidates and recruiters must establish mutual trust – the candidate needs to tell the truth, the whole truth, and nothing but the truth, and in advance of a referral. The recruiter will respect the candidate who is honest about issues that may concern a potential employer, and can work to smooth the path before the HR department finds the cracks in the armor. We all have cracks in our armor; you demonstrate your maturity and credibility by admitting them.

Similarly, recruiters need to be open with candidates about issues such as: economic health of the company, personalities involved, and the reason the opening exists.

* How can the job seeker know if the recruiter will recommend positions that are truly a good “fit.”

Recruiters who truly listen to what it will take for the job seeker to make a move are likely to refer you to a good cultural fit. Make sure you discuss your compensation requirements, the type of community you want to live in, any familial special needs, and any keys to your personality that are likely to determine the “fit.” You’ll know if the recruiter is listening by the quality of his/her referrals.

* How many recruiters should a job seeker work with at one time?

If the candidate has followed the steps outlined above, he/she has established rapport with one (1) recruiter. Working with one person should be more effective, and likely to preserve y our dignity, your value, and your current job! Don’t let your resume resemble a pound of noodles thrown against the wall, waiting for one noodle to stick.

10 Ways to Make Recruiters Love You

Posted by: Karen Katz

2 Comments »

I recently partnered with some of the most well-regarded career coaches in the industry, including fellow Career MastersTalk blogger Louise Kursmark, on the third Career Hub eBook, “Insider’s Guide to Interviewing”. This book and Career Hub’s previous titles, “Insider’s Guide to Resume Writing” and “Insider’s Guide to Job Search” are available for free download here.

Posted by Barbara Safani

No Comments »

Ann Bares of the Compensation Force blog has an insightful post on Circuit City’s decision to cut 3,400 jobs, or 7% of its workforce, (mostly sales staff) and replace them with lower paid employees. While it’s hard for me to understand how this strategy will be beneficial to them in the long run, downsizings, restructurings, and mergers and acquisitions are a reality for many corporations and the post made me think about corporate cultures and business cycles and what a downsized employee at Circuit City or any other company can glean from a corporate restructuring. Here are a few things to keep in mind before you write off a previous employer.

Sometimes companies cut too deep
Business forecasts change and sometimes a company’s estimate of what percentage of a workforce needs to be reduced isn’t the reality. When companies realize that they have let go of too many people and they need to recruit additional talent, they often reach out to their alumni to fill those needs. This population, sometimes referred to as boomerangs, can provide significant value to the organization because they need little training, already understand the company’s culture, mission, and performance standards, and can quickly assimilate back into the everyday routines of the firm. Don’t burn any bridges with a previous employer. The relationship that was recently severed could be reborn at some point in the future.

Outsourcing and offshoring doesn’t always work
Often outsourcing just makes good business sense. Other times the cost savings don’t outweigh the potential customer service and operational issues that can plague functions that move offsite. Outsourcing tends to be cyclical and what’s in vogue today might be old hat tomorrow. Watch trends closely to see if functions that were previously outsourced are re-emerging within the organization, job function, or industry.

Cheaper doesn’t mean better
Companies that replace a well paid employee with someone who is recruited at a lower level or salary don’t necessarily get comparable talent. If earnings or customer service suffer, the company will be more likely to pay for performance and recruit at competitive market rate. An employee who once seemed “expensive” can suddenly look like a “bargain” when their replacement doesn’t meet the performance expectations of the job. Maintain confidence in your value add and continue to source opportunities based on your competitive market value rather than less relevant indicators such as past salaries or how much money you think you need to earn.

Things change
Corporate goals and leaders can change very quickly. Stay abreast of the changes occurring at previous employers to determine if their changed culture is consistent with your value system and ideal work environment. A culture that was a poor fit at one point in your career could morph into a best place to work in the future.

Posted by Barbara Safani

No Comments »

Occasionally a client will ask for help with tasks that I don’t offer as part of my standard packages. But, because we have a history, I will usually try to help whenever possible. In this case, it was assisting with the creation of two online job applications because the client “couldn’t get it to work,” assumed the problem was his/her lack of computer skills, and had no other choice as the employers said they, “required an online application for consideration.”

The next day – a scheduled day off – I planned on spending an hour to check my e-mail and help out the client. Two hours later, I was still struggling with the second application. The first one was fine. I uploaded the résumé, and it automatically filled in all the blanks. I made a few corrections, and voilà, I was done in 15 minutes. However, the second one didn’t work quite as smoothly.

I began by filling in the name, address, city, etc. Then, it asked me to add employment information into numerous boxes. This is the data that it usually populates from an uploaded résumé; however, there was no place to upload a résumé. About 20 minutes into the process, the application hung up as I clicked to advance the screen. After waiting for about five minutes, I spied a little box in the lower right corner of the screen that explained the application times out every 20 minutes for “security” purposes. I was supposed to click a button, which I couldn’t readily find. Hmmm. Finally, when I scrolled down, I found the button. This was the point where my client had given up. No wonder.

Anyway, after manually filling in the employment including EXACT starting and ending dates in the proper format (it wouldn’t advance the screens until they were in the proper format MM-DD-YYYY), I was finished. At least that’s what I thought, until the next screen popped up and I was asked to go through the entire process for the client’s education. Ugh. Another 20 minutes later and a couple more clicks of the “security button,” it proceeded to ask me a host of personal questions – including social security number and driver’s license – for which the client had provided me with all of the answers. Finally, when everything was completed, it asked me if I wished to upload a résumé! Good grief! When all was said and done, it took me an hour to fill out one job application!

After this process, I was empathetic to the frustration of my clients and fairly angry with the particular employer – well known, by the way. Not only does a job seeker battle fear, rejection, insecurity, and the like during a search; but, is forced by unthinking employers to navigate online applications that are minefields. And, let me also say, this particular client is a highly educated professional in a field that is currently very much in demand. In fact, there is a shortage of workers with this client’s particular skill set.

So, my advice to employers: get a clue! As the talent war continues to heat up, you’re not going to get away with this for long. The tables are turning. Your “talent pool” is shrinking and becoming more empowered. These individuals don’t have to work for you. In fact, because you have so disrespected them on the front end with your application processes, they will probably tell 10 of their colleagues what a bad experience they had with you. So, good luck finding qualified “talent” workers. They’ve moved on to your competition: the organization that doesn’t require an online application, or force them to jump through an hour’s worth of hoops just to have the “privilege” of applying for a job!

Posted by Michele Haffner

1 Comment »

A recent article in CIO Digest cited evidence that the percentage of women in IT has declined by almost eight percent since 2000, to 26 percent of all employed IT workers. Nobody at CIO seems to know the reason for the decline. Lynn Ellyn, Senior Vice President and CIO of DTE Energy, writes, “I think this trend is an indictment of the often abrasive experience women have in the IT arena. As I reflect on this disturbing trend, I recall countless incidences where women have been discounted and marginalized while struggling to balance family and work.” Also, she writes, “the image of the ‘computer guy’ is very unappealing to young women.” Ellyn, by the way, has been in the technology business for 30 years and currently oversees an 800-person IT organization.

I am sure CIO Ellyn is on to something. I also believe that our public education system might be a large reason for the trend. A long time ago (okay, about 20 years ago) I began a bachelor’s degree in computer science, and changed my major to business after only one semester. Why? Because it was really, really difficult. As much as I studied and received extra help (thanks Dr. Britton), I didn’t think in the same way as my professors and fellow students. Before college, I hadn’t received much training in logic and scientific thinking. In public high school, besides Algebra, Biology, and Chemistry, most of my required subjects were liberal arts. Certainly, one could say that I didn’t belong in a scientific field and was weeded out early. That is probably true. But, I wonder how many other girls (and guys) got weeded out and gave up altogether.

Fast-forward twenty years or so and not much has changed. I have a 14-year-old entering a top-notch public high school next fall (it’s famous because Oprah went there for a semester). Interestingly, as a freshman he’s required to take a semester of health and a foreign language, but science is not a requirement. In a survey conducted by Bayer of the 100 fastest growing U.S. science/technology firms, the CEOs assigned an average grade of “C-” (2.87) to the U.S. pre-college or K-12 education system for the job it is doing engaging and nurturing girls and minorities to pursue STEM (science, technology, engineering, math) careers.

So what does this mean? Of course we need to do a better job of preparing our kids and augmenting science education at home. However, from a careers perspective there’s tremendous opportunity for girls and women who wish to enter or transition into the field. With so much attention given to this trend, you can bet that forward-thinking firms will want to attract and retain women into their technology departments.

Posted by Michele Haffner

1 Comment »