January 2008

you are talking too much

January 29, 2008

I’ve done a bunch of interviews recently with candidates who sank their chances by not knowing when to stop talking.

Your answer to the interviewer’s question should be direct and to-the-point. It should not result in you rambling on for five minutes, giving tons of background and tangents. If there’s more to tell and you believe your interviewer would be fascinated, after giving your direct, concise (two minutes at the very most) response, you may ask, “Does that give you what you’re looking for, or would you like me to go more in depth about this?” If the interviewer wants more, believe me, she’ll say so.

You must also pay attention to cues. If your interviewer is looking bored, looking at her computer screen, or looking anything less than happily engaged, you might be rambling.

Rambling is the kiss of death because it turns the interviewer off, signaling that you’re not good at picking up on conversational cues about where she wants to take the conversation, and raising doubts about your ability to organize your thoughts and convey needed information quickly.

But this is not license to turn into your opposite, the candidate who barely talks and makes me pull information out painfully, sentence by sentence. The middle ground is around one to two minutes per answer, unless you get the signal for something longer.

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denied a promotion

January 27, 2008

A reader writes:

I starting working at my present company about 1.5 years ago. Before working here, I was doing recruiting for about 2 years at an agency. I came into my current company as an assistant to the recruitment team because I was told I didn’t have enough experience as a recruiter in this specific industry. I wouldn’t have accepted this position, but the money was the same and the benefits were better and it was a shorter commute. I also thought my career path would be better here.

At the time the person who recruited me turned out to be my manager. I told her I understood she would like me to have more experience, but I also made it clear that I wanted to recruit. She told me that the plan was to stay in the assistant position for 1 year and then move into a recruitment position. Well a year came and went and then it turned into 1.5 year. Well, that looks like it’s going to come and go and nothing. In this time they promoted the other HR assistant who was here before me. I have no problem with that b/c she put her time in (2 years), but she had no recruiting experience and I suspect that was their plan all along.

I have since gotten a new manager, but he seems to want to keep things as is and he plans on bringing in a more senior recruiter. I told him I would like to be considered for this position, and he straight up told me I am not qualified for what he needs. I tried every angle, “I know the company, promote within, bla, bla, bla”. He stayed at no. I get great evaluations, no one ever complains about my work. Without me doing the administrative things for the group, it would fall apart.

I feel like I am being jerked around. I am not the only person this has happened to in my HR department. My question to you is, is this a common practice among companies? and what do you think I should do? should I wait it out? I am fairly happy with the company and my co-workers. I get paid decent for what I do, but I am not at the top of the scale and I could be making more money recruiting or working for an agency.

This gives me a chance to say something that I think people often lose sight of when they’re in the middle of it: You cannot make your company promote or compensate you in the way you want. But you also don’t have to stay there. You can lay out your case and ask what you need to do to get what you want, but ultimately, you must decide whether or not you want to stay under the conditions being offered.

Here’s how this applies in your case: Go to your manager and ask him to tell you what you would need to accomplish in order to earn a promotion. What specific experience would you need to get, or what areas do you need to improve in? If he’s able to give you a specific answer, decide if you’re able/willing to do what he’s asking. If you are, tell him you’re going to make it your goal to meet those criteria in __ months, and ask him if he’ll agree to reviewing your progress and considering you for a promotion at that point. But if he’s not able to give you a specific answer about how you could earn a promotion, take it a good sign that it’s probably not going to happen in this job, for whatever reason — and start looking at other jobs.

In fact, no matter what his answer is, start looking at other jobs. See what else is out there. Nothing says you have to take a new job if it’s offered to you — but you’ll likely feel much more in control once you have more options. Good luck!

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chronological resume?

January 27, 2008

A reader writes:

Having been in the working world for 7+ years (post college), I’ve racked up a variety of professional experiences (have had 4 different full-time jobs, as well as done some complementary contract work on the side). I’m currently considering a new opportunity in which not ALL of my professional experiences necessarily apply. Likewise, some of my non-professional experiences from college are VERY applicable. My resume is getting quite lengthy these days, but I’m hesitant to remove any of the jobs that I have because, a: it would result in seeming gaps in employment, and b (more importantly): even though these experiences don’t necessarily speak directly to this new opportunity, they’ve still been an important part of my professional development. I’m curious as to whether you have any advice for how to organize a resume in this situation. To date, my resume has always been organized chronologically, but I’m beginning to think that perhaps a different approach is more fitting. (ie, most applicable to least applicable).

Some people will disagree with me, but I hate resumes that are organized in any way other than chronologically. It makes it look like the candidate is trying to disguise something, and it makes it difficult for me to sort out the person’s career progression. So keep the chronological organization.

But four jobs and some work on the side should easily fit on a one-page resume, as long as you’re being choosy and concise about what details you include about the work you did there (by the way, to whatever extent possible, include achievements rather than a job description).

But if there’s work on there that doesn’t relate to the jobs you’re applying for — and which wouldn’t leave a sizable gap if you excised them — you could leave those off. Definitely do include the relevant college experience, though, even though it wasn’t paid — I’m continually surprised by how often I discover “hidden” experience in a phone interview, which the candidate left off the resume simply because it wasn’t paid work. Good luck!

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A reader writes:

I have been working with First Micro Finance Bank of Afghanistan for the last 8 months and I am leaving this organization because of personal problems. The leadership style in Afghanistan is very authoritative and I have brought a new sort of leadership style in this company where everyone is open and free to speak up. I think I have spoiled my employees a little. Now that I am leaving, they are hiring another Training Manager for my department. How do I talk to the new manager and what should I tell him/her how to handle the training department’s employees?

What an interesting dilemma. You probably can’t change the new manager’s management style, since you’ll presumably only have a limited period of overlap with him or her. But you likely have the most chance of having an impact if you talk to him or her about how a more open style has benefited the company. Are there bottom line results you can point to, as support for a less authoritative leadership style?

Of course, many incoming managers may have their own plans and reject this advice, particularly if the advice is contrary to the dominant culture you’re operating in. So to get the best results, frame it as much as possible as being the approach that got you the best results, rather than a personal preference that you’re pushing on the new person.

You might also talk to the department employees and prepare them for the fact that the new person is likely to bring his or her own style to the job.

Beyond that, I’m not sure how much of this is in your hands. Any ideas from anyone else?

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Do you have an employee whose performance you’re unhappy with? Tell them.

Do you have an employee who you strongly suspect isn’t going to work on in the long-term? Tell them.

All too often, managers avoid being candid with employees about concerns over performance or fit. They want to avoid a difficult conversation, or they don’t believe the person can fix the problem, or they’re hoping they can ignore it a little longer.

This is horribly unfair to the employee, who deserves the chance to know about the issues, and it’s unfair to your company, which has hired you to, in part, address employee problems head-on.

Yes, a conversation about performance problems isn’t pleasant. It sucks for anyone on the receiving end, and it sucks for the manager who has to deliver it. But it is far, far worse to be an employee whose boss doesn’t care enough to speak candidly with her about areas in which she needs to improve in order to do well.

Even if you’re convinced such a conversation would be fruitless and the employee can’t change, she deserves to know. She deserves to know because maybe you’re underestimating her, or maybe it would be useful for her to understand the ways in which she’s a bad fit for this work, or maybe she just deserves a chance to see the writing on the wall so she can start looking for other positions.

The worst thing you can do when you’re unhappy with an employee is stay quiet. Tell the person, and tell them now.

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I’ve been tagged

January 24, 2008

I have been tagged by The Ethical Slut.

The rules:
Link to the person who tagged you.
Post the rules on your blog.
Share six non-important things/habits/quirks about yourself.
Tag at least three people at the end of your post and link to their blogs.
Let each person know they have been tagged by leaving a comment on their blog.

So let’s see.

1. I own three copies of Pride & Prejudice. I keep one at home, one in my desk at work, and one in my car. The last two are in case I ever get caught somewhere without reading material. It can be opened to any page and immediate literary bliss will result.

2. I know all the words to all the songs from the musical “1776.”

3. I am a terrible driver. Yet oddly, I am an excellent parallel parker. Once I was so proud of the extremely tight space I parallel-parked in that I took a photo of it on my cell phone, showing the mere half inch between my car and the cars in front of and in back of me. I spent the next week insisting that people admire the photo.

4. In high school, I was the editor of the school newspaper AND the underground newspaper. Which is weird, since the whole point of an underground newspaper is supposed to be to go head-to-head with the legitimate one. Yes, I am that much of a dork.

5. I once appeared in public naked, in Aspen in 12 degree weather.

6. My new favorite charity is The Innocence Project. I think they’re amazing.

I hereby tag The Career Encouragement Blog, HR Wench, and the Evil HR Lady, who I fear is tagged way too much.

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Carnival of HR

January 23, 2008

The Carnival of HR is up over at 8 hours & a lunch.

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you need to wear a suit

January 18, 2008

Yes, you have to dress up for the interview.

I don’t care if the office where you’re interviewing is business casual. You can wear business casual when you’re working there, after you impress them in the interview where you wore a suit.

I don’t care if you don’t feel suits reflect the “real you.” I would wear head-to-toe fleece to the office if I could get away with it. But I can’t.

I don’t care if you don’t like arbitrary rules like this. I’m not thrilled with them either, but I don’t make those rules. I just want to know that you know what those rules are.

You need to slap on the suit and look professional. It signals that you take the job seriously. Sure, you might get hired if you wear a sweater and pants instead; I’ve hired people who wore that to the interview. But why wouldn’t you want to play it safe and wear the suit? It’s like thank-you notes — if you’re the right candidate, I’m going to hire you even if you didn’t send a thank-you note after the interview. But if it’s a close call, why wouldn’t you want to do everything possible to give yourself an edge?

Just wear the suit.

(Disclaimer: This doesn’t apply in certain fields, often tech-related ones. If you won’t wear the suit, maybe that’s the field for you.)

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train people on day one

January 18, 2008

I recently had a new employee comment that he was pleasantly surprised by how prepared we were for him on his first day — that we gave him the materials and training he needed to be able to jump right in. I knew exactly what he meant, because our preparation stems from having worked for too many companies that do the opposite — the many companies that tell new employees, “Oh, you’re here today? Sit over there and read these brochures for a few hours to familiarize yourself with our company while we figure out what to do with you.”

This is a ridiculous approach. Not only is a waste of the employee’s time (you’re paying this person now), but it sends a terrible message about the company culture. The message you want to send from day one is that you’re organized, efficient, running a tight ship, and care about using employees’ time effectively.

So in order to never be that company that leaves a new employee feeling unwelcomed and sitting around wondering when the work will begin, we have managers create training outlines for each new employee. The training outline lays out what will be covered, in what order, during the person’s first week. And the new employee gets a copy of the outline so that they know what to expect.

In addition to job-specific information, our training outlines usually include things like:

- an overview of the department the person is in (what the department does, how they do it, and who does what)
- any recent history of the department they should be aware of
- the specifics of each component of their job
- tips they should know about working with other departments
- how to handle particular personalities outside the office they may have to interact with and things to be sensitive to
- how to locate important files
- what kind of communication is expected and how often
- what they do and don’t have the authority to do on their own
- types of emails and phone calls they’re likely to receive and how to handle them
- common problems they’ll encounter and how to handle them
- what to do if deadlines can’t be met
- what to do if they need help
- expenditure authority and approval

… and much more.

It’s often good to spread this out over a couple of days, since most people can only retain so much their first day on a job, when everything is new.

Doing this has revolutionized our training of new employees (and I suspect the impression we make on them as well). I can’t recommend it highly enough.

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My cousin gave me pause today when he asked me to edit the writing sample he’s sending to a prospective employer.

I know, of course, that job applicants — the good ones — get their materials edited by other people all the time. It’s part of showing due diligence in making sure you don’t have typos, etc. But somehow writing samples feel different, and as a manager, I felt obligated to say: No! Do not do this. Your writing sample should reflect your writing, not writing that has been edited by others. Otherwise a hiring manager can’t make a good decision about whether your writing is the right fit for the job (and ultimately, even though you want to get the job, it’s more important to get a job that you’re the right fit for).

But as his cousin, I want him to get the job. So ultimately I said the above to him, and then sent him my edits.

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