July 2008

A reader writes:

I am a legal assistant/secretary with 18 years of experience. I am in the process of interviewing for a position with several law firms in the small southern city where I currently live. Repeatedly during interviews, I am being asked the following questions: Do you have children? Where do you live? Is your husband in the Army?

My answers are yes, I have one child (he’s 10), I currently live on a military post and yes, my husband is in the Army (and has been for 22 years). What I would like to know is whether or not these are legal questions to ask. What, exactly, does the fact that I have a child, the fact that I live on a military post and the fact that my husband is in the Army have to do with the fact that I have 18 years of experience, a solid resume, great references, am well organized, and can type 85 wpm? I am sick and tired of answering these questions. It is my belief that they have nothing to do with how well I can do the job. I am most upset by the question about my husband. Yes, we are an Army family. Yes, we move around every 3 to 5 years. However, other employers have hired me despite the fact that they know I will eventually leave, and have been satisfied with my work product. My husband claims I am being asked this question (about him) because we are in the South, where the wages are lower, the “good-ole-boy” network is strong and where I’m considered an “outsider.”

In the meantime, I continue to interview, continue to get asked these questions and continue to become frustrated to the point that I no longer wish to answer these questions. In my opinion, quite frankly, this is not their business. I have 18 years of experience, my resume speaks for itself and I can type like crazy, yet I’m continually asked these questions. Do I have a leg to stand on if I claim that these are illegal questions? I’m asking you because I can’t get a single attorney to actually answer this question — ironic, isn’t it?

There’s a widespread but incorrect belief that these sorts of questions are illegal. The act of asking them actually is not illegal. What can be illegal is rejecting you based on your answers to them. Therefore, since employers aren’t permitted to factor in your answers, there’s no point in asking them and smart interviewers, or interviewers who have ever spoken to a lawyer for more than two minutes, don’t ask them.

So how do you handle it if an interviewer asks you one of these questions? Educating the interviewer on employment law probably isn’t going to endear you to them. Instead, figure out what the question is getting at, and answer that instead. If you think an interviewer is concerned that you’ll leave the job when your husband gets transferred, speak directly to that: “I can commit to the job for at least several years.” If you think they’re concerned that parenthood will get in the way of your job performance: “There’s nothing that would interfere with my ability to work the hours needed and get the job done.”

That said, something about the specific questions you’re being asked, combined with your husband’s take on it, make me think that these interviewers aren’t necessarily worried and trying to screen you out on illegal grounds, but rather are making small talk and not realizing that they’re treading on risky ground. There’s no way to know for sure, but there’s a decent chance that the questions in this particular context are harmless, not factoring into the hiring decision, and just the product of interviewers who aren’t sensitive to the law in this area. It’s certainly your prerogative to make an issue out of it, but on a practical level, I think you need to decide if it’s a battle you feel like fighting or not.

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A reader writes:

I’m a new reader of your blog and I’m already fascinated. I had no idea there was such a wealth of excellent career advice out there.

I got my B.A. at a prestigious university over six weeks ago, and since then I’ve been actively pursuing a job in government, law or policy. But after a few dozen applications and several interviews, I have no offers. I realize that many people go far longer without having a job, but the pressure is on and desperation is beginning to set in.

In fact, I’ve gotten to speculating about the reason for my failure thus far to find anything. Among the possibilities I’ve considered are that my major (Sociology) isn’t very valuable, that my location (California) is too far from the policy jobs in DC, and that the labor market is simply too loose (I know I lost a $40,000 position to a M.A.) Qualifications and interview performance are of course possibilities as well, but I have good grades and relevant experience, plus interview coaching from the school’s career center.

I’m sorry, I know I’m coming off as selfish and possibly arrogant, but the uncertainty is killing me. I’d love to hear your take on this situation.

Not selfish and not arrogant. Normal. Really, your situation is totally and completely normal. It sucks, but it’s normal.

Six weeks isn’t very long, as job searches go. The job market isn’t great right now, and you’re competing for the same jobs with people who have been in the workforce a bit longer and thus have more experience. You will find a job, but you need to hang in there.

Things that will help:

* Focus your job search. You don’t say what your strategy has been, but if you’re like many recent grads, you’re applying all over the place to all different types of jobs. Focus your search in and go for quality over quantity with your applications — meaning at a minimum, a cover letter that is tailored to each position you apply for. (And I mean really tailored — at least several fresh paragraphs per job, not just plugging in the name of the company.)

* In fact, it’s going to be all about the cover letter for you. Go read this post and follow my orders.

* Rework your resume. I took a look, and right now, the first half of the page is taken up by education, notes on coursework, and honors, and your work experience doesn’t start until the second half of the page. Move the education information to the end or at least shorten it dramatically (get rid of the coursework section entirely, which takes up a huge chunk of valuable real estate), and beef up the work experience section. Remember, a hiring manager is going to spend maybe a minute (or less) on the initial scan of your resume. What do you want her to see in that minute — a list of college courses you took, or work experience directly relevant to what she’s hiring for?

* While you’re at it, drop the high school honors (National Merit finalist, AP scholar, etc.). Nothing before college counts, unless it’s something really unusual. I was going to tell you to get your SATs off of there too, but you got a perfect 1600, so I’m going to allow you to leave those on.

* Ask for feedback from any interviewers with whom you felt like you clicked (or even those you didn’t click with). It doesn’t matter if it’s been weeks. Email them right now and tell them you really appreciated their time and ask for any advice they have for you on how you can become a more attractive candidate. Some won’t answer you and others will tell you something so vague as to be useless, but someone may tell you something good … or point you in the direction of a job lead.

* Start networking, if you aren’t already. Ask everyone you know if they have any connections to the types of jobs you’re looking for. Don’t be afraid to exploit the connections when you uncover them. Oh, and ask your school career office to hook you up with some alumni connections in whatever field you’re interested in. That is what they do; make them do it for you.

We all go through this. But it ends eventually, I promise.

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how to resign gracefully

July 28, 2008

I get a lot of questions from people who are nervous about the best way to tell their boss they’re resigning. Fortunately, there’s a basic formula for doing it well, and that’s what I wrote about for U.S. News & World Report this week. Check it out, and as always, I hope you’ll weigh in in the comments over there.

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What’s a good excuse for missing a phone interview? I’m not talking about needing to reschedule it; I’m talking about not bothering to reschedule it and simply not picking up the phone when I call you at the prearranged time. In general, I feel like nothing is a good excuse for this, short of a car accident or other such disaster, unless you apologize profusely and seem horrified by the oversight.

Today I called a candidate for a pre-scheduled phone interview and she didn’t answer. I left a message, and she emailed me a half and a hour later, saying this:

I’m sorry I missed your call. The department chair came in with some news and work and I couldn’t get away from my desk to take your call for the interview. How late are you in the office? If 5 pm worked for you, that would be great. Otherwise we can try again for tomorrow or early next week.

Hmmm. On one hand, things come up at work, and work should be her first priority. On the other hand, smart candidates schedule interviews for times when they know they can be available (lunch, etc.)… and if something goes awry with their plan, they are mortified and apologetic. I’m not reading “mortified” in this email.

The only potentially mitigating factor in her favor is that she’s a recent grad and therefore inexperienced.

Thoughts?

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My blood is boiling after reading about the high-pressure recruiting tactics being recommended in a post over at ERE.net. The article recommends really aggressive sales tactics and game-playing. Here’s a sample:

“What’s the compensation?” When someone asks, don’t tell! Say, “Before I tell you that, I’d like you to think about the best jobs you’ve ever held, those that gave you the most personal satisfaction. Were the reasons they were the best due to the amount of money you were making or due to the work you were doing?” (PAUSE and wait for an answer.) “Now, if the job I’m representing offered you a chance to maximize your personal satisfaction plus offered a competitive compensation, wouldn’t it make sense to at least discuss it for 5-10 minutes?” …

“First, tell me about the job.” You must never tell the person about the job, even the actual title, until you have conducted a quick work history review. Start the conversation by asking your prospect if she’d be open to discuss an opportunity if it were clearly superior to what she’s doing now. Most people will say yes, then immediately say “Great. Could you please give me a quick overview of your background, and I’ll then give you a quick overview of the job.”

Ugh. I don’t know about you, but if a recruiter called me out of the blue and subjected me to this sort of game-playing, I’d be off the phone in seconds. I’m happy to talk to recruiters who respect my time and don’t try to manipulate their way past “no,” but make me feel like you’re an aggressive salesman and we’re done. And to demand that I recite my job history for you, when you called me? That just tells me you didn’t do your homework.

I’m sure there are recruiters whose response to this is that it’s my loss, since I’ll never hear about their fantastic job opportunity… to which I can only say that if it’s that fantastic, you should be more inclined to talk about it candidly up front.

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Carnival of HR

July 24, 2008

The Carnival of HR is up over at The HR Capitalist. Check it out!

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how to mentor someone

July 23, 2008

Is there anything better than spotting someone relatively inexperienced but smart, driven, and generally awesome, and helping them along in their career? I think it’s one of the most rewarding things about managing (second only to having the power to make things run well rather than your department or organization being at the mercy of some crappy manager).

If you have someone great but inexperienced on your staff, consider taking them under your wing and helping them attain professional greatness. Here are some ways to do it:

* Invite them to sit in while you do things — interviews, important meetings, whatever. Talk to them afterward about how it went and even point out why you did particular things.

* Talk to them about dilemmas you’re facing in your own job. Tell them the options you’re considering, the various factors you have to take into consideration, what you’re deciding, and why. Ask what they would do. This is huge, because it helps hone their own instincts. If you only do one thing, do this.

* Give them an intern to manage. Talk to them regularly about the management challenges that arise and how to handle them, everything from feeling comfortable being in a position of authority to addressing sloppy work to what to say when the intern shows up in flip flops.

* Give them greater and greater responsibilities. Give them things they’re not sure they can handle, and talk them through it. Help them figure out their approach, and talk over how it went afterward.

* Talk to them directly about their goals. Actively look for ways you can help them move toward them.

* Give them the confidence to take on more by making sure you tell them how great they are. Early in their career, they tend to think they’re average. Help them recognize when they’re capable of more.

* When the time is right, promote them.

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Flakiness, not getting back to job applicants, asking bad questions, hiring for the wrong reasons — these are some of the many ways in which employers mess up when hiring. Having just complained about job applicants, now I’m turning my crankiness on to employers. My post at U.S. News & World Report today looks at 10 mistakes employers make when hiring. You can read it right here, and please share your thoughts in the comments over there.

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About a year ago, I wrote a post about how a small fraction of job applicants respond to rejection notices with outrage, rudeness, or general vitriol, and gave a few real-life samples.

Some background: My organization emails rejection notes to all applicants we don’t offer a job to. It’s a friendly and polite letter, and we send it within a few days of knowing that we’re not moving the applicant forward in the hiring process. Sometimes we hear back from people thanking us for the notification (which I recommend — reflects well on them), but every once in a while a candidate sends a nasty email back, outraged that they’ve been rejected.

I can’t figure out why job applicants are willing to burn their bridges in this way, especially since there otherwise may have been other opportunities for them with us in the future. But in any case, here are a few more real-life emails I’ve received in response to rejection notices.

1. I’ve reviewed this email. It’s pretty clearly a form letter. I can appreciate that you’ve got a lot of applicants, and need to skim the fat, so to speak, but I require honest communication from a potential employer, not form letters.

Yeah, it is a form letter — a friendly and polite form letter, but a form letter. When you need to communicate the same information to hundreds of people, a form letter is the most efficient way to do it. I’m not sure why that makes it less “honest.”

2. I find it incredibly difficult to believe that my qualifications are lower than that of other applicants. There is an astute air of refusal that I find quite distasteful. You were probably raised on the East coast, West coast, or Midwest given your style and grammar. I am not going to blame the customs and lifestyle of the geographical region you hail from in regards to the frigid nature of your professional demeanor. But I am upset to find that I can’t get a formal interview because other candidates have better qualifications than me.

Only southerners know how to deliver a rejection notice correctly. The rest of us are frigid. (Plus, my rejection letter is pretty nice, so southern rejection must include light petting or something.)

3. I beg to differ with you. You are turning down by far the most qualified person you had applying.

This is actually the most common theme when candidates react poorly to rejection — being 100% convinced that no one is a better candidate than they are. I understand how frustrating it is to be turned down for a job you wanted, but it always baffles me that someone wouldn’t take into consideration that they have limited information about the job — and the rest of the candidate pool — and we know it quite intimately.

4. Thank you for your rapid response to my last email. In it you state via what appears to be a form letter that you “identified other applicants whose qualifications better fit our needs.” Unfortunately I don’t believe this to be true. A lot of organizations would like to have someone with my considerable set of experiences and leadership and I’m secure enough in them that I won’t rehash those here. I would urge you in future to be more honest with your applicants about why you would prefer not hiring them.

This is similar to #3, but with a paranoid twist: Since it can’t possibly be true that other people are a better fit for the job, we must be hiding our real reason for not wanting to hire him. In fact, I’m generally happy to give feedback if an applicant requests it, but I’m not going to make it a routine part of our rejection notice — both because of lack of time and staff to do so, and also because taking the time to give feedback frequently leads to something like this next one:

5. (received after a rejected applicant asked for feedback and I told him the position required stronger writing and, upon his request, pointed out that his application materials had contained numerous grammatical and spelling errors)

I make no claims of being the best writer in the world, but I would think it is a skill that can be taught and developed. Traits that cannot be taught are character, passion, honesty, hard work, and integrity. I thought that my original cover letter was a pretty clear indicator that I am a well- spoken, educated, and hard working young man. I thought that at the very least my experiences would have made you say “this is someone I need to speak to in person”. But in this world I suppose a persons whole life, intelligence, and excitement will always be less important than “typos”. I guess I should have skipped University and attended typing classes.

This one actually made me feel bad for the guy. I do like character and enthusiasm, but it’s naive to think they trump attention to detail or a basic fit with the qualifications for the job. And since most employers have many well-qualified applicants who don’t submit error-filled work, those things are going to move you to the bottom of the pile. Still, naive as he is, I kind of wanted to give him a cup of cocoa and help him rewrite his resume.

——-

Now that I think about it, this whole thing is yet another way in which the hiring process is like dating. Most people handle rejection well, but every now and then, you get someone who responds like an ass — which always serves to confirm that your decision about them was the right one.

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A reader writes:

I have worked in HR for seven and a half years, working my way up from an HR Assistant to a Senior HR Assistant and 3 years ago to a Recruiter. I hire employees for about 30 departmental managers.

I have always had excellent yearly performance reviews, most years being ranked 4 (very effective) and last year 5 (exceptionally effective). Imagine my surprise when in this year’s review, I was rated as 2 (minimally effective). When I asked how my ranking could have plunged so much without me being made aware of it over the course of the year, I received no response. I then asked what determined such a poor ranking and I was told that one manager thought that I lacked confidence in hiring nurse practitioners (which was absolutely true as I am not a nurse recruiter and was never adequately trained to be one). I then asked my boss if she spoke to any of the other 30 managers for whom I work and she said no.

I feel as though my being ranked a 2 is totally inconsistent with the positive feedback/comments I receive from those managers for whom I recruit. I feel as though in order for me to understand and accept my boss’s review of me, she should provide me with concrete examples of comments and instances that made her determination accurate. In addition, if I truly plunged as she claims I did, should she not have had me on a work plan to improve my performance?

Your boss is a bad manager, at least when it comes to feedback.

Nothing in a performance review should be a surprise. Your manager should have been giving you ongoing feedback throughout the year, and the performance review should be a summary of that feedback.

So she screwed up and didn’t give you adequate feedback throughout the year. Which makes it even more important that the feedback in your evaluation be specific and include examples and that you not be stonewalled when you ask for them.

I don’t know how much of your job centers around hiring nurse practitioners. If it’s a small part, and you’re doing the rest of it well, a rating of “minimally effective” seems out of whack. If that’s the case, then either your boss has other concerns she’s not sharing with you, she doesn’t know how to do an evaluation well, or she has a personal issue with you. Any of those three options is an indictment of her.

On the other hand, if hiring nurse practitioners is a key component of your job, then her rating may be reasonable and her fault lies in not having spoken to you about this until now. In that case, the problem is not the evaluation itself, but the fact that this information wasn’t conveyed to you earlier. This is also an indictment of her.

Either way, go back to her and tell her what you plan to do to work on the nurse practitioner issue, and tell her that you were mortified to learn that this has been a problem and that you hadn’t known until now. Ask if you can get more regular feedback throughout the year, and ask that she bring any concerns to your attention earlier on.

And if the rating is indeed off base, then you do also have the option of trying to get it changed, especially if it will impact your next raise. But if you go that route, proceed delicately. You don’t want to turn it into a fight between you and your manager; instead, you should approach it more as a question of whether this is something that should be revisited in the context of the rest of the excellent work you’re doing. Weigh this option carefully though: You might succeed in getting it changed, or at least demonstrate to your manager that you aren’t one to be messed with in this way. But on the other hand, you might poison the relationship permanently. So use your own knowledge of her, your company, etc. in figuring out whether that route makes sense.

I don’t like this manager though.

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