What Does the Recent JobsInME Survey Mean to Employers and Candidates?

I participated in the survey that JobsInMe conducted this spring and was pleased to see that most hiring managers agree that fit and personality are key to getting the position. In the article, JobsInME's Margaret Hansen said that "personality and fit for a particular job get a higher score".

Absolutely.

In this market, there is a tendency to apply to "any job that's close" and to talk the hiring manager and yourself into a particular job because you need one. This rarely works out for anyone. At worst that could cause you to fail at the job and get fired. Other potential outcomes include leaving voluntarily when the "right" job comes along and having a short job on your resume for years; or staying where you aren't happy and aren't celebrated.

Margaret points out how important it is to know yourself and what would be the best opportunity for you. I suggest that job seekers take the time to list all the aspects of their perfect job: duties, potential for advancement, location, pay, hours, environment, type of company, etc. Once you've created that list, refer to it often. If you've worked in a corporate setting and dream job is at UNUM, you don't want to accept a position at a small locally owned firm with 10 people. You won't be happy there.

Employers, will this new hire work in a noisy setting with a lot going on all the time? Or is the office isolated and very quiet? The same person will not be happy in both environments. Be honest, but not discriminatory. Fit is about company culture, assigned tasks, environment, dress code, communication style and other such aspects. The full-charge bookkeeper who has worked for 12 years in a small, very professional law office may not easily transition to a gritty environment in a car repair shop. The skills may be the same, but the fit must be considered. Once you and your team have identified what type of person would best fit this organization, make sure the entire process from advertising to interviews and reference checks screens for these attributes.

Candidates, even if you are the best potential fit for the organization, they will never know if you don't show them that in your cover letter and resume, of if your cover letter or resume have serious errors. There is simply no excuse for mistakes in these documents. Read the ad carefully and refer to the most important aspects mentioned. If your personality and fit seem to meet those they are seeking--for heaven's sake let them know! Don't simply drag out a generic letter that doesn't address their specific needs.

If the employer stated that the new hire needs to be ready to turn on a dime and change focus easily, mention how you thrived in a similar previous setting. If you are the bookkeeper mentioned above and your family owned an auto repair shop for years, highlight that aspect of your experiences in your cover letter--if you really want to move back into that environment.

Hiring Well takes time, effort and energy. Get it done right the first time, by knowing in advance what would be a good fit for you or for your company.

Parental Support

One of the great things about being a Hiring Consultant is the opportunity to meet so many interesting people -- business owners, managers, and candidates. This week I had the opportunity to talk with someone who didn't fit any of those categories when the father of a potential candidate contacted me.

It happens more than one would think. At least a few times a year a mom or dad will call, generally because their "baby" lives out of state and has expressed an interest in moving back home to Maine. Often moms are all over that and start doing the research, checking out JobsInME, networking with friends, and calling people like me. This may or may not be great for the family dynamics. I can assure you that it is never a good tactic for a job search. The contact this week reached new highs (or lows) of parental uber support.

It started with an email in which the gentleman in question (let's call him "Dad") contacted me saying he wasn't a recruiter nor a candidate but that he was interested in one of my ads and may have some people to refer to me. So I called him. We discussed the job a bit. With any call of this type I don't reveal much more information than can be found in the ad. Then Dad told me the real reason for his call. He has a son (let's call him "Son") who he thinks would be great for this job. But Son isn't working out of state, he is right here in Maine. So why did Dad call?

Evidently, Dad is managing his son's career as if he were managing the career of an actor or golf pro. Son is working in the same industry as Dad and when Son graduated from college, Dad said, "I placed him with XYZ company." Dad didn't think Son received enough mentoring there but. "I let him stay in XYZ for two years and then brought him to DEF Group, unfortunately it is a similar situation." (Lack of mentoring.)

Dad said he knew the manager at DEF and (real quote), "I interviewed (that manager) for Son". I asked a few clarifying questions and yes, he did have lunch with and interview his son's potential employer and to see whether it would be a good fit for Son.

I was stunned, but I successfully remained neutral until the end. After a bit more discussion, Dad asked if he could have Son call me and I said that Son would have to read the ad, and respond like every other candidate before I would talk with him. I did also say that I would be happy to receive and review Son's information. Dad still wanted Son to call me and I requested again that he not call prior to sending the information. I was frankly done with Dad. We ended the call cordially but I did let him know that if Son applies and is moved forward, I would advise my clients not to meet with Dad at all. I stated "You will not interview my client."

I have not received any information from Son. Frankly, I suggest he move to Seattle.

Hiring and Hire Well, LLC in 2010

At just $3000.00 per position,

you can afford to Hire Well

Happy New Year.

If you live in Maine, you may have attended a recent presentation by USM Economist and Professor Charlie Colgan's economic forecast for Maine, and you have certainly heard or read a news report on the topic. (If you haven't attended one of his public presentations, you may hear his speech here.) He is reasonably certain that we are now pulling out of the recession, but he does not believe that we will reduce unemployment anytime soon.

Hire Well helps small companies hire key

personnel, getting it right the first time.

What does that mean for employers, particularly those who are hiring? Well for one thing, it means we will continue to see huge numbers of applicants for most positions. Despite that, we will have a hard time finding qualified candidates for some positions, as families move to other areas and fewer workers move to Maine. Maine's smaller companies, who have limited human resources personnel will either have to spend more time finding the best available candidate -- or will hire quickly and hope for the best.

Save time. Save money. Call Hire Well.

So, in this New Year, like every other business owner, I have been taking a look at what Hire Well, LLC offers. Are our services relevant? Do we deliver on what we promise? Do we charge a fair price and can we profit at that price? Do companies and organizations need our services? I believe the answer to all of these questions is "Yes". So, how can I effectively market Hire Well, LLC? Networking, limited advertising, networking, referrals, networking, social media, and networking. I have found that advertising in Mainebiz has been an effective advertising venue for Hire Well and have continued to advertise during the recession. The message from Hire Well's upcoming ad as been presented (not subliminally) here.

Charlie Colgan ended his talk with this observation: The challenge for the next decade is to change our attitude from that of a Zero Sum Society of I win-you lose.

Whether you are building a company or seeking a position I wish you peace, health, and prosperity for 2010 and beyond. I hope we all win.

Seven Career Tips Business Majors and Colleges Can Learn from the Drama Department

I have young newlywed friends who both graduated from Syracuse University in 2008. They were musical theater majors and maintained a rigorous course schedule to earn a BA in the Performing Arts. Students in Syracuse's College of the Visual and Performing Arts start on degree courses in their first semester, take acting, dance and vocal classes along with science, math, and humanities programs and perform in college and professional productions throughout all four years. It is not an easy program and many students take on-line courses in the summer in order to allow themselves to focus on the degree courses and productions during the school year.

One of the things that impressed me about their education is the focus that was placed on their first few years after graduation. Each semester, they and their classmates met with former graduates who were building careers in the performing arts. As juniors and seniors they learned how to get the best head shots, traveled to New York City to perform in front of agents, and learned how to audition for commercials, movies and the theater. The university's program seemed to be focused on turning out talented, educated, hard-working graduates who know what it takes to succeed.

I've spoken to business and marketing student groups about I am looking for in resumes and cover letters and have given my advice about what they will encounter upon graduation. After one talk, a young man came up to me and stated that he did not feel it was "fair" that he had to "pay his dues" at his first post college job. He felt he had earned the right to be treated as a professional because he had earned a degree in Business and Marketing.

Similarly, this week someone told me about a young man who has an MBA and another advanced degree but little work experience. A local CPA firm chose not to hire him because he was "too cocky" and they didn't think he would take direction.

I think my young acting friends have learned valuable lessons that are not internalized by those who major in other disciplines, such as:

1. The education doesn't guarantee anything and hasn't trained you for your dream job. It has given you a foundation and the house you build up on that foundation is up to you.
2. Upon graduation you will need to begin a self directed program of life-long learning. The actors have moved to New York City and after finding a safe apartment, they sought out vocal coaches and acting classes. They continued their education on their own.
3. You are in competition with those who graduated with you, those who came before you and those who will graduate next year. Your job isn't "your" job. It is the position you hold now. You must continue to earn it and also look for the next right opportunity -- within your current company or someplace else.
4. The success you had last year or last week doesn't matter. The value you have in a production (or job) is what you bring to the table today.
5. You will need to pay your dues. Some people don't have to -- sometimes fate, talent, or the production's (company's) special needs will allow some folks to "jump in front of the line" --but assume that you will have to pay your dues and be ready to do so gracefully and with good humor.
6. Your career may not rise straight to the top, but can meander along a seemingly random path. You may reach a plateau and you may have to re-evaluate your talents, experience, and opportunities in order to move forward.
7. You may have to sacrifice - take a second job, work as an intern, take an extra roommate -- in order to earn enough money to survive while you build your portfolio (resume) toward a job that you love.

Have colleges, universities and parents over-promised today's graduates? I think so. I think all college students would benefit if the course work involved learning from recent grads, from accomplished professionals, and from those who have chosen alternative paths. If the colleges of the performing arts can prepare students for the real world, certainly the colleges of business can do the same.

The Give and Take of References

Grrr. I have a client who is interested in hiring a young woman in a detail oriented position. We will be taking a bit of a chance on her as this would be her first position in a small company -- all other jobs have been with large employers. So what's the problem? These large companies will not provide references -- just dates of employment. This policy has gradually become the norm as companies want to avoid lawsuits by former employees who feel they are being prevented from getting new jobs because their past employers said something bad about them.

Last week, I met an attorney who specializes in employment law. She loves her speciality, so I brought up this issue. While she realizes how frustrating this policy can be, she believes that strong employees will find someone who will speak to potential employers after hours -- and against policy. Her view is that if we can't find someone to break the rules, the candidate may have had issues.

So, here is the de facto company policy:

1. We don't give out references, just dates of employment from an HR person who has no direct knowledge of the candidate.
2. We know that some of our managers will speak with potential employers about outstanding candidates.
3. If a candidate can't find someone who will break the rules for them, they probably aren't a very good candidate.

How does that help or protect anyone? If this becomes the norm, then I think candidates who can't find someone to break the rules -- and who can prove that others did -- could successfully sue the organization.

Small companies generally provide references - not because they don't know the risks, but because they know they will need references from other companies when they hire. They understand the give and take of business relationships. Of course, references from small companies are generally given by the owner or one of a few key managers. Those people are personally involved in keeping the company safe and I hope they know what should and what should not be said.

Here's a thought: Regardless of the size of the organization, good management would include regular feedback. When managers have communicated effectively with their staff, a truthful reference should come as no surprise to the former employee and would be backed up by documentation throughout his or her employment.

I generally recommend my clients pass on candidates who are not able to provide me with any past employer or manager who will actually answer my questions. That isn't fair to either party, but I have to do my best to protect my client and get the best person available into that position. Without being able to discuss that candidate's job performance, how can I be certain that this is the best person available? More importantly, how can I be certain that their former employer isn't hiding something relevant?

Conversely, I have twice recommended for employment someone for whom we had less than stellar references. In one case, the candidate had gotten involved on the wrong side of a dispute in a family business and was fired. My client -- president of a family business moving into the 3rd generation --- understood how that could happen and hired him anyway. He has since been promoted and is an incredibly valued member of the team. In another case, we had three totally positive references and three totally negative for a candidate who worked for a company that I know has some management challenges. My clients and I discussed the situation and the candidate, came to our own conclusions and hired her. She has been successfully employed there for over two years and is a very effective manager.

In over 4 years of operating Hire Well, LLC I have successfully obtained references more often than not and I want to thank all business owners, managers, and supervisors who have played fair. For the rest of you -- grrrrr. If you end up hiring the wrong people for your company because no one will answer your reference questions just remember -- you asked for it.

For the record, here is what I want to know:

• Strengths


• Weaknesses


• Technical abilities as they pertain to the position


• Ability to work with peers and supervisors


• Work ethic


• Why he/she left the company -- and is she/he eligible for re-hire


• I will briefly describe the new position and company and ask whether it seems like a good fit

What do I learn from talking with supervisors and managers for 5 to 10 minutes and asking them these questions? Enough to make effective decisions that have proven to be correct over 80% of the time.

What do I learn from "dates of employment only" responses? Not a damn thing. And that's a shame.

Over Qualified? -- A message for Candidates

I just saw an old "New Yorker" with this cartoon: Two men in an office, the one in the guest chair apparently there for a job interview. The caption: "I'm 53 but I have the resume of a much younger man".



Now that did make me laugh, but I can certainly understand that gentleman's frustration. How do you get a job when you feel over-qualified? Should you dumb down your resume? How do you "hide" your age? Why won't anyone give you a chance?



As a hiring consultant for small companies in Maine, here is where I am coming from:



1. I will not hire an extremely over-qualified candidate.

(1-A Getting snarky at me won't help.) Or as I said in a recent tweet: "Being over-qualified does not make you right for the job." I recently worked with a small insurance company for an administrative position in their EB (that's Employee Benefits) department. Many of the applicants had degrees, and experience of 10 or more years in the insurance industry in marketing, producing, or account managment. While I appreciate that these may be excellent workers in need of a position, none of them are right for this job with this small company. This company seeks an administrative person who relishes detail work, seeks additional administrative duties, and wants to grow in that role as the company grows. That's an entirely different skill set and career path.



2. I will hire someone of any age, as long as they are a fit in skills, education, and company culture. I have frequently counseled my clients to forego an education requirement for some positions and to seek candidates with experience. (I don't hire based on gender, race, religion, or sexual orientation, either. Dog lovers and sailors may get a second look. One of my client's asked about a Yankees fan and I determinted that was not a protected class -- but we hired the guy anyway.)



3. If you are 53 - I truly don't want you to provide me with a resume of a much younger person. Really. While I don't want to see 5 and 6 page resumes and I don't need every job described fully, I would like to know that you did not *poof* become a Senior Accountant with no prior experience. Show me how you got there, let me know about any experience you have that can help you in the position I've posted. It will help. Really.



4. I can tell if you are using the shotgun approach, and it doesn't impress me. If you are sending your resume to anything that remotely resembles a real career opportunity, stop it. Get a part time or temp job somewhere. (I worked as a very low level assistant gardener one summer. That is like digging ditches but in a prettier setting.) Then, take the time to figure out what you want to do, where you can do it, and what you are truly qualified for. Apply only to those positions which meet at least 85% of your requirements and put everything you have into each application -- cover letter, resume with absolutely no errors, research, networking contacts -- everything. Make the hiring manager feel that this is the job for you, not that you will take just about anything.



5. While I don't care how old you are -- I do care whether you have appropriate software skills. If you don't list them, I may assume that you don't have them. Please make it easy for me to say "yes" by providing all the relevant information you can about your skills.



6. If your resume is dated in style and content, fix it. I don't want to know your marital status, children's names and ages, hobbies, - except for dogs and sailing (kidding!) - high school or college awards .. you get the idea. That is so 30 years ago. Show what's relevant today, for this position.



This is a horrible economy in which to find your next career position. I get that. But hiding who you are or applying to any position that is a hit on one of your key words will not get you hired more quickly. Seek a position with a company that will celebrate you and what you bring to the table. Seek a fit with culture, ethics, growth potential, and educational opportunities. If you can afford to work at a salary less than what you earned before, seek a similar position with a small business or non-profit. Don't apply to positions that are 10 or 20 or 30 years beneath you. Be proud of what you have accomplished and take the time to find the next right opportunity for you.

Good luck.

How to be a "Best Place to Work"

I was delighted that two of my clients, MPX and Garrand & Company, each earned the distinction of being one of the "Best Places to Work in Maine, 2009".

Both companies certainly deserve the award and it is nice to think that Hire Well played a small role in their success. The real honor goes to the CEO and entire team of each company. Both companies won in the small business division - a division in which at least 80% of the staff must complete the lengthy survey. I believe that one of them had 100% response. When have 100% of your staff done anything on a deadline? It is clear to me that each CEO has great vision and is very well respected by their team.

So what makes a company one of the Best Places to Work in Maine? If you read the application, you will see that many questions involve tangible issues such as benefits, salary, opportunity, training. These are expensive issues for small companies and many cannot compete. If you have fewer than 15 employees you can't even submit an application, but any company can take care of the basics and create a better work environment, a better team, and in doing so offer a better product or service.

Where can your company -- or any company -- step up to the plate?

• By hiring and keeping the best candidates


• By making them feel welcomed and respected


• By giving them clear direction and immediate feedback


• By letting them know as much as you can about the goals and challenges of the organization


• By firing those employees who are disruptive or who don't pull their weight and who can not or will not change (For more info on this topic see: http://hirewellblog.blogspot.com/2008/03/stop-dithering-on-employee-decisions.html)

If you do everything you can to hire the best candidate for the position and the best fit for your company; if you treat everyone with respect and create a positive working environment; if you provide clear direction and honest feedback -- you may not win "Best Places to Work in Maine", but your employees will feel like winners, and your company will prosper.