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TGIF!

Hello and Happy Friday!

It’s been quite awhile since I’ve done a TGIF post. Much to catch up on!

Let’s see, since I last posted I’ve been to San Francisco

the_right_candidate_sf_skyline

Enjoyed the first wonders of Spring, our stellata magnolia in this case…

magnolia

…while doing the annual Spring cleaning in the garden (among a number of other house-related projects)

yard legs

(The above photos are more evidence that Seattle isn’t enshrouded in clouds and rain 100% of the time. Only 75% this time of year, maybe.)

And something else…oh yeah. Started a new job.

It’s been a busy month–and isn’t likely to slow down anytime soon. I’m working with an amazing speaker for the Seattle Staffing Management Association’s first event of the year, on April 23. If you’re in the area, I highly recommend to check it out and sign up. We’re also gearing up for our annual one day conference, the SMA Symposium on May 21. It’s going to be a killer program from beginning to end–with a very special 12th Man tie-in. Recruiter? HR Professional? Check it out and register early–you won’t want to miss it, trust me.

Hope you all have a great weekend! See you next week.

Hiring Managers: Stop discriminating against the unemployed. Recruiters: Stop enabling them.

A good friend of mine recently asked for advice regarding a job offer. This individual took a big risk by leaving a stable position to join an exciting startup. The startup grew it’s headcount much more quickly than it grew revenue–which unfortunately resulted in them being RIF’ed. My friend was out of work for awhile, and expressed a bit of anxiety around how their unemployment period might impact their negotiating position. “Well, they know I’ve been unemployed for awhile, so. . .” Even so, my friend is one of the very fortunate ones; they received a great offer and are back in the workforce.

Long-term unemployment is a serious issue nationwide. Only 11% of the long-term unemployed in any given month are finding work a year later. While a limited supply of jobs is clearly part of the issue, so is discrimination against the long-term unemployed by hiring decision makers.

This issue is widespread enough (and has been for a number of years now) that President Obama has called upon major CEO’s of over 300 companies to pledge their companies will not discriminate against the long-term unemployed.

I’ve occasionally experienced this with hiring managers in the past few years. When presenting a candidate who has an extended period of unemployment, I’ve heard feedback that ranges from, “If they haven’t found a job in XX months, there has to be a reason” to “I’ll only consider them if they will take an offer substantially cheaper than the market rate.”

Is there any validity to these statements? To the former–maybe. But that’s what a thorough, competency-based evaluation and reference check process is for. You should be able to conclusively determine through your evaluation process whether the candidate is capable of performing your job–and has done so consistently for past employers.

As to the latter statement: It bothers me that some hiring managers assign less value to someone simply because they are not currently employed. There is a cachet of luring the passive candidate for some managers; clearly that person is doing exceptional work for another employer, so we must have them. But what if they aren’t? There are dangers in operating with this bias. What if they are miserable, but simply are so overworked that they don’t have time to be an active job seeker? (Been there.) What if they are underperforming but just haven’t been terminated yet?

Hiring managers are not the only ones to blame in this, either. Recruiters get caught up in the idea of sourcing only passive, fully employed talent and ignoring the people who actually applied for the job. It’s important to review ALL applicants equally, and to push back/appropriately challenge hiring manager bias appropriately when presenting a slate of candidates. If you think the candidate who has a period of unemployment is the right person for their job? Make your business case. It’s the right thing to do–both for your company and for the candidate.

 

I’ve been living my blog–here’s how.

Hi. Remember Me?

It’s been just over a month since I published my last blog post.

To my massive audience (of ~3) regular readers, I apologize for the communications blackout. You see, I had to take a bit of time off to actually practice what I’ve been preaching in the past year.

That’s right: I left my job. I became a job seeker. And I’m happy to say that I’ve started a great new job with a fantastic new company.

So what has my recent experience reinforced to me?

  • Don’t count on a simple resume submission to land you a new job. I interviewed for 10 positions during my search. Of those, only one was the result of a straight resume submission through an applicant tracking system. You must employ a hybrid approach in your job search.
  • Speaking of applicant tracking systems…wow, what a mess. I used this opportunity to ‘secret shop’ a number of companies by applying for jobs just to see what different applicant tracking systems were like. Most are horrible-massive time sinks that require page after page of information to be entered (even though it could be parsed from a resume or scraped from a LinkedIn or Facebook profile). Only a very few allowed you to express interest by submitting a resume, applying with LinkedIn, and verifying a little bit of contact information. To those companies, I say congrats–you win.
  • Companies don’t follow up. In this secret shop process (okay, not so secret as I was using my own resume and contact info!), I applied to over 50 different positions with companies all across the U.S. Of those 50+, I received updates on my candidacy (closed the requisition/declined to move me forward) from five. (Yes, 5.) Recruiting departments everywhere: This matters to candidates. Fix it.
  • Your network is massively valuable. Grow it. Nurture it. Do good things for the people in it. All of the compelling opportunities I’ve seriously considered have come through people in my network. I have been continually astonished and humbled by how many people were willing to help me–by connecting me with other people in their company, introducing me to other leaders/decision makers in their network, or reaching out to discuss a possible opportunity. I seriously cannot thank them all enough (for those in my network who helped me out and are reading this now, I’ll say it again: THANK YOU!), and am keeping a list of those to whom I now owe a big favor in return.
  • Don’t let your foot come off the gas pedal. It can be easy to lose the focus that is driven by leaving (or losing) a job before you have your next one. Do whatever you have to sustain that focus and drive. Work out regularly. Get out of the house and work in a coffee shop or library each day. Make networking appointments each day of the week, ideally in person. Volunteer your time. Teach yourself something new.

I’m excited about what comes next, and to get back to blogging. Thanks for sticking around.

March 2014
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