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Published Articles
Published articles by Michael Mayher, CSM
Managing Partner at MRI Worldwide Prague
Previously published in Czech Business Weekly
12.10.2009
How to Avoid Making a Bad Decision
During the nine years during which I have lived in
Often personal attacks occur that are not even related to professional conduct or work performance. These concern both male and female employees. I recall it was often especially difficult for women. If they did not yet have children the likelihood that they would in the future, involving maternity leaves, sometimes worked against them. If they have children, it was likewise used against them because, shockingly, they might have to occasionally take a child to the doctor or attend a school meeting. And if they have grown children that too, that was somehow turned into an issue. Of course, things have progressed and changed since my emigration to the
Of course, there are two sides to every story. Yet with all the laws in place that are enforceable, many are reluctant because they think it will follow them in the future and they will have difficulty getting hired later. It is unfortunate because there are clearly some managers and employers who deserve to feel the sting of the anti-discriminatory regulations, however, until someone feels they have been pushed too far and takes a stand it remains to be seen. This brings me to the point of this article. At a time when people who are looking for opportunities may think they have fewer choices, some people may feel inclined to accept something they would not otherwise accept. While I cannot instruct anyone on what choices to make I can provide you with some advice to help you to better evaluate the positions you are considering or, interviewing for.
Ask some key questions
While you might not think you wield any power during the interview and evaluation processes you do, fortunately, have the right and I suggest a duty to yourself to ask questions that will help you to make a better and more informed decision. Many of the red flags are there and can be learned during the interview process, and it is important to enter the interview already equipped with questions in addition to having your research done beforehand. Let’s discuss some generic question that will help you, for example, ”How long has this position been open /available?” It is important to know if it is a replacement position or a newly established position. If it is a replacement position your next question should be, “What happened to the last person in this position?” You might hear they were promoted and that is great information to know. Or, they might have been let go which would lead you to the next question, “And how long were they in this position?” If you hear for example they have been looking for a long time and the person in the position previously was there for four months, and the person before that was there six months, then you can see there is a pattern developing and you might not want to be yet another person hired into the same situation. You have every right—actually you have an obligation to yourself—to ask these questions.
If you think you are behaving improperly by asking direct questions of this type, I can tell you through experience, it demonstrates to potential employers you are a stand out from the other people interviewing for the same position and it conveys confidence. If you behave like the rest of the sheep, don’t be surprised to be treated like the rest of the sheep. If you think perhaps they will not like your inquiries I would simply ask “why” would your questions bother them in an interview if it is an interactive conversation and not a one-way lecture, unless the person interviewing you does not have the answers.
In that case, you are possibly not talking to the proper hiring official who makes the actual decision or the position reports to. That is okay during a first interview, as a result of the meeting you will get some answers and perhaps additional questions and they might have the same for you but that is the whole point of the interview process. But ensure these questions are answered before you reach any discussion about an offer.
Once you have these questions answered you can ask another good question like, “If I do a good job, where can I find myself in your company three to five years from now?”
These questions are meant for you to get a better overall picture of the situation you might be entering into. As tough as the job market might be, it will be tougher if you accept a position only to have to begin interviewing again within a few months, which is not good for the candidate or the employer.
09.02.2009
Difficult times for job hunters: perhaps
Each day brings more bad news and it is easy to understand why there seems to be a dark cloud gathering over all of our heads. In the industry in which I am involved as a recruiter, a recent article on news server iDnes.cz stated that recruiting needs are down by 40 percent in the Czech Republic.
In the U.S. recently 75,000 people lost their jobs in one day, and in every country worldwide there are similar stories to varying degrees. Yes, the economic news is depressing, and I don’t need to list more of what we all see everyday in the news. I have no intention of saying everything is fine, but I think a little perspective is necessary.
Labor statistics show a 6 percent unemployment rate in the Czech Republic for 2008. No doubt that will increase, and some predict it might reach 10 percent. Yes, certain market sectors are being hit worse than others, however, there are sectors that are doing well.
Everyday, many companies remain that are hiring. Likewise, there are positions that must be filled and cannot be allowed to go vacant for long. One part of a market might shrink but, in some cases, another expands. Some business sectors must readjust and some become obsolete. I remember when there were sales forces for mobile telephones only 12 years ago, and yet today you go to a provider and pick one in a retail setting. Somewhere along the line those sales people lost their jobs and transitioned their careers.
Markets are always both cyclical and evolving and, as it is with evolution, the key is to adapt and continue to develop or stagnate. Obviously for many companies and many professionals it will be necessary to adjust and adapt as a result of the current economic situation. During the last few years times have been good, really good, and now we enter another cycle of downturn. Perhaps most are not aware there have been 17 recessions and world crises since the Great Depression of the 1930s. During my career as a recruiter, I have experienced two previous recessions, and now here is yet another. While I recognize the impact of what is happening, I choose not to fall victim to the hype and neither should you.
For companies seeking to capitalize on the greater availability of CVs indeed, some positions can be filled with available internal recommendations, Web site and online sources. Although this also means, as the economy slows, companies are now turning inward to do the same thing they were previously paying an agency to do. On the other hand, while companies might hire less and utilize recruiters less, in situations where candidates must be attracted and recruited to new opportunities, direct search firms will continue to be a valuable resource for companies because many of the positions I referred to earlier cannot go vacant.
It would be a mistake to think everything can be done by referral or CVs posted online and in some cases it will be more difficult, and not easier, to attract key individuals. Many of the people companies want to hire are still working, and they are much more careful and/or reluctant to make a change. Offering them a few thousand more crowns isn’t enough and, as such, companies will need to work harder to demonstrate why a candidate should make a move during this economic phase, much less consider a new position.
For candidates looking for work, sending a lot of CVs is not the simple answer. If you are going to send a CV, make sure it contains information that will give an overview of your skills and accomplishments and not just the chronological order with company name, dates, title and responsibilities. Of course, that is all necessary information, but you need to put some real thought and effort into how you are presenting yourself.
A cover letter with some real substance is also advisable and I do not mean a generic send-anywhere version. Look, as times get tougher you are going to have to work harder in your efforts. There are a lot of others also trying to accomplish the same thing. Concentrate on the content and how you are representing yourself, and rely less on worthless gimmicks like font size or a different color background to get attention. Often I see resumes that list where a person has worked, but often I cannot determine what they have actually accomplished or what they specifically do. A general rule is that quantity does not equal quality.
Yes times are tough and will possibly get more difficult. Let me leave you with a couple of thoughts. A lot of this situation depends on how you view it. If unemployment rises to 10 percent that is a high number by anyone’s standards, and if you are part of that statistic it is scary but it also means that 90 percent of people are employed. Yesterday I read an article that stated that among Fortune magazine’s list of the 100 best companies for which to work, 73 are currently hiring. Times are getting tough and it might get worse before it gets better, but as demonstrated 17 times before, it will get better.
a member of the global recruitment
firm MRINetwork.
08.12.2008
Accepting the offer
There is the question of references, what type to present and in what manner?
But not many people have much knowledge about how to handle the point in time they all hope to reach—the job offer. How should you handle the verbal offer, the written offer or both? Should you answer at the moment you receive the offer or do you need/want time to think about it. If you take some time to think about it, for how long?
As with anything related to the subject of job seeking, everyone has a different opinion about things such as CVs, for example. So let me give some advice on this particular subject that is based on experience, what’s tried and true, a method that works regardless of what the economy or market fluctuations are doing.
Regarding the interview process and the subsequent offer, the first thing to consider is whether or not by the time any offer is contemplated or presented do both sides and especially you as the candidate, have all the information you need and questions satisfactorily answered? If not, you should have them clarified and the potential employer should have all the information they need to formulate a decision, then and only then should you move into the offer discussion stage.
Often there is a verbal offer either eluded to or presented, in which they express an interest in offering the job. This is where people get confused with how to handle it in a manner that benefits them yet does not commit themselves too early. What we seek is a win-win situation that benefits both sides although, should you as the candidate answer on the spot at that moment or sleep on it, or think about it over the weekend or like some people ask to take two weeks, or more? In my experience, occasionally a person who wants more than a few days to think about it has other motives, such as weighing one opportunity/offer against another, or they might not be very serious and any number of other reasons.
By the way, this is what employers often suspect when there is an unnecessary delay. Consider that after you have been a very enthusiastic candidate up to this point and for whatever reason you stall the process, any lengthy delay damages the positive perception you have built during the process that has resulted in earning the job offer. I should also mention that I advise my clients that if a verbal offer—not to be confused with the official written offer—is delayed without a good reason for more than a few days, they should consider withdrawing the offer because the candidate, in my view, is not serious. I don’t like when either companies or candidates play games, and likewise I have advised candidates to withdraw from any process that is not sincere or serious about a decisive conclusion.
So getting to the point, here is what I suggest, if all questions have been answered to your satisfaction and the offer is what you were seeking, what will you know in a few days, or a week, or a month that you don’t already know, today. If you have all your information you don’t need more time, and if you do need more information now is your last chance to ask.
So the way to accept, yet leaving the door open to additional item(s) you might need to address once you see the details in writing —which should include all detailed information in the written offer letter with but not limited to: title of the position, salary/bonus structure, vacation, description of responsibilities, etc.— you should respond with the following: “I accept the offer pending a review of a written offer or an employment contract.”
What this does for you, is to essentially close the process off for back-up and other candidates who also want the job because, if you are noncommittal they might yet review secondary candidates who might show more enthusiasm than you in a close contest. For example, I have said to companies, “before you make a final decision I have someone you should meet” and guess what, on a few occasions my candidate snatched the job away from someone who “needed more time to think.” This also maintains the impression you have worked hard to show that you are enthusiastic and you confirm through your actions you are the right person to select. Accepting in this manner also provides you flexibility if there is a minor item you have concern about in the written version of offer or employment contract. You can still address it without delaying or jeopardize the process to its conclusion.
We live in a competitive marketplace at a time when the economy might slow down, don’t risk losing an opportunity due to a misinterpretation of your intent or, to another more proactive candidate. This also benefits the company and hiring official because it reduces the guess work in a decisive manner, and, as we discussed in the beginning, helps to produce a win-win result.
a member of the global recruitment
firm MRINetwork
Adjusting to a tightening labor market
There are many current surveys, numbers and ratios that could fill this publication and beyond and yes, this does indeed relate to the global shortage of talent. The baby boomer generation—made up of those born between 1946 and 1964 according to some definitions—and pending ramifications is not just an American phenomenon. Everywhere and including here in Europe postwar birth rates have been declining during the past few decades. As a result in the simplest terms, people are retiring faster than replacements can be developed, trained, and graduated to backfill the positions companies need to adequately function and grow. While costs are often blamed by companies that “outsource” labor shortages, this is another band-aid and temporary fix for a growing problem. In future years, all signs point to this issue as a distinct problem for companies. Ironically the future is now, because I know a number of companies already struggling and vying for the same few professionals in specific professional sectors.
In the past, two distinct cycles in recruitment contributed to how I might approach and balance my efforts. The first cycle consists of client-driven markets in which there are more candidates than there are job opportunities, which is a typical situation during a cycle of recession. The second is a candidate driven market, when there are more job opportunities than there are available professionals, as we have been experiencing for the past few years. So as most senior business and human capital execs already know, it is hard to find the people they need at the level and caliber of professionals they seek.
Cheaper to keep them
Even if the economy slows, whether it is in the near future or a few years, these cycles inevitably occur as a normal function. Those professionals whom companies would most like to hire will still be doing a good job in critical positions for their companies even during a downturn. As a result, their current employers who also recognize their value will do whatever is necessary to keep them because often it is much more costly to find a replacement than it is to offer more money, promotions and perks to prevent them from leaving. We see this already, counteroffer battles are already fierce in our market for key positions and I predict this increasing shortage is going to drive compensation packages higher with a subsequent domino effect. Remember, these candidates are the professionals who are not looking at, much less reading, job postings and they don’t have CVs posted online. They are too busy doing a good job and this is a situation that has not changed. During the next 10 to 15 years and beyond it will become more of a crisis for companies trying to find these people, not to mention retaining them. Recruited candidates, as opposed to sourced or mined CVs, is one helpful solution, but it will also be more critical for companies to home-grow their own internal talent more effectively than they currently do. Most business people know this, but there continue to be others who think it is as it has been and, business as usual. Those are the people who blame the market, the candidates, recruiters, etc., for poor results.
Occasionally yes, good candidates do come from job postings, but I think most human capital specialists would say the effectiveness of their postings is diminishing over time. As a direct search recruiter, I know piles of CVs sourced and data-mined often do not translate into successful hires. Even when direct recruiting candidates it isn’t enough anymore for a company to just state, “We are XYZ Company, we’re big, we have good products, we’re a market leader.” Simply going thru the motions and reciting a job posting rarely attracts the attention of good professionals.
So if you’re reading this and, as a manager, already face this dilemma and realize it will get yet more difficult, my point is simple and as the title indicates, adjustments are necessary (read: required). The marketplace is always evolving and it is too easy to dismiss and compare to what happened in past cycles.
Evolution of the market dynamic related to attracting and retaining the best talent is being completely rewritten these last few years and many old rules and standards no longer apply. Even companies that are perceived as being authorities on the subject are puzzled as they try to attract, not to mention retain and keep happy, those they currently employ. Updated methods for new and different generations of professionals and market evolution will always require innovative strategies in an ever changing paradigm. As a result, we can develop new practices and tools, adapt and as a result, grow and thrive with optimism regardless of the business cycle, or we can keep doing the same old things that are becoming less effective over, and over, and over.
Adjusting processes in a tightening market
It is frustrating to listen to companies state their urgent needs and then to witness the process move at an excruciatingly slow pace that has virtually remained unchanged in a changing market dynamic. Just as companies adjust and adapt to market fluctuations, so must their hiring processes. Although it makes little sense to use the same processes from a lethargic, recessionary period in an expanding and high-growth economy, that is precisely what most companies are doing. When we see a candidate waiting for something to happen but the process is stuck in neutral, it is this bottleneck that results in the loss of many good candidates who “were” enthusiastic about your company when you met them weeks or months earlier. There are common responses we tend to hear from companies when candidates begin to lose interest. On the line management side (hiring officials), we often hear “find/send me more candidates.” From human resources, we might hear something like “...we really like the candidate (whose last interview was four weeks ago) but we have our company policies, and we cannot change things for one person.”
One problem I have seen over and over again is that different departments within the same company are involved in the same process, yet they are not communicating with each other. As a consequence, what is best for the company often gets lost in the equation. This is not an indictment of any particular part of a company because each department is focusing on its job and meeting its goals, but the words “hiring the best people is a priority” often holds little meaning as it seems to be low on the list of daily priorities. I acknowledge it is very difficult to coordinate all the people in and pieces of the hiring process. However, if you want to get the best people—and get them before your competitors do—the processes you used a few years ago are not effective in the current market.
I recently spoke with Martina Wolfová, who currently is at Vodafone Czech Republic and is a member of the Center for Creative Leadership. She of the best human resource professionals I know in this region. She agreed that processes need to be revamped and better coordinated. Wolfová further stated that 80 percent of companies lack a common strategic goal of what is best for the company as a whole. They pursue, instead, what is best on a departmental level. Many companies simply do not have a coordinated process in which there is a clear and unified strategic plan with which to approach the market to seek, attract and hire the best talent on the market. So while I am an expert on the recruitment process, she is a human resources expert so I’ll take her word for it because it reflects what I often already see. Generally, HR sticks to the processes they have in place and while they do a good job of following those processes, it is often without coordination. Meanwhile, line management has its own responsibilities and hiring is yet an additional task to deal with and to fit in somewhere. As a result, very good candidates are slipping through the fingers of good companies due to fragmented processes where departments are not working toward a common purpose for hiring.
I could talk all day about ways companies can improve effectiveness in hiring. Instead I’ll suggest a few basic changes that will help to streamline the process, for example:
If there is an initial screening interview—perhaps by HR—the interviewer should be prepared with substantive responses to questions and be able to talk with knowledge about their company. If in response to a question about the job, a candidate is simply shown the same generic job description that is posted on the Web, or if a question about the growth of the company this fiscal year as opposed to last is answered with a suggestion to look at the company Web site, a good professional candidate will be insulted and wonder why their time is being wasted and when they will meet someone who can answer their questions.
Ideally, no more than two weeks maximum should ever pass between interview stages. If the candidate is serious he will make himself available and if the company managers are serious, they will find the time.
Make a verbal offer within 48 hours of the final interview and present the written offer within 10 working days of the final interview.
HR and management should have a clear and mutual understanding of what is expected from each other as well as from all participants and not simply pass things, including blame, back and forth.
Open and regular communication between all parties, including outside vendors/recruiters, is essential to success.
There are, of course, a multitude of strategies to use that improve the hiring process, encourage candidates, bridge communication gaps between departments and increase the odds of attracting and retaining high-quality professionals. Companies that employ the above principles—or others—demonstrate their ability to adapt to a current and changing market and will watch their hiring ratios improve.
Michael Mayher is the managing partner at
MRI Worldwide – Prague, a member of the global recruitment firm MRINetwork.
The wisdom of gracious resignation
Long suppressed animosities may bubble to the surface because you’re about to leave. Maybe you share your opinion of the management or your feelings about a co-worker with a few people. Perhaps you think you were treated unfairly so you tell everyone how terrible a place it was to work. Or, it may be that you’re so happy about your new opportunity you want everyone to know it, so without really meaning to you celebrate a little too much.
For whatever reason you’re leaving a current job, think about how you’re handling your exit. Anything other than a professional manner could be something you regret and may have to deal with at a later date. In a worse case scenario, it could cost you the job you really want.
As a recruiter, the most common problem I see is with references. Many people leave a former employer without thinking through an exit strategy–and I can assure you that in almost every job interview you’ll be asked to provide references. If you don't already know it, personal references are worthless because you can get your friends to say anything. So that leaves the only references that really mean anything–professional/work references, or possibly customer/client references if available. If you left a company laughing on your way out, without considering what impression you left behind, you may not be laughing when you need some of those same people to provide a new employer with references about your character, work habits, performance or attitude.
Another very important reason that’s not immediately evident is that in the current business environment people don't stay in one company or job for the majority of their careers. People change jobs or companies about every three to six years, so at some point you may be likely to interview with a company where a former co-worker or supervisor currently works. I know that in almost every situation where I present a candidate, at some point during the process there will be an internal check to see who might have worked with the person being considered. Obviously this can work in your favor, but it can also be dangerous if you left a position without thinking about your behavior. Regardless of your abilities or history of successes, there are some things that cannot be overcome if someone in a company feels strongly about something you did or said in the past at another company where you both worked.
Another possible encounter is one through mergers and acquisitions. There are many examples in past years of companies that have merged; we’re in a fluid, changing and evolving market. It’s possible you could leave one company to join another, only to later witness your former employer acquire your current company. It sounds like an extreme example, but it happens.
So what does this mean to you? Should you always be worried about what you say or do? Should you start to become paranoid and second-guess your every move or future decision? Of course not, but it does make good sense to consider some of the what-ifs beforehand so you’re not later confronted with, reminded of–or compelled to awkwardly explain–something. Whether you must remain for one, two or three months after resigning, don’t forget about the future. Make an effort to conduct yourself in a professional manner until you walk out the door on your last day, regardless of how you feel.
at
of the global recruitment firm MRINetwork
13.11.2006
No news is bad news in interviews
Regardless of the type of recruitment firm — ranging from database agencies to retained search companies — even the best recruiter doesn’t follow up with every individual for a variety of reasons.
However, if you are the hiring manager whose boss is breathing down your neck expecting results, or a candidate who is earnest and enthusiastic to get help from an agreeable and inviting recruiter, then you know how frustrating it can be when they vanish and you never hear from them again. Incidentally, one of the worst things a recruiter can do is to make promises to a client about finding the right person or telling a candidate they will earn more money. It’s simply bad form and unprofessional to make any promises in order to get someone’s attention.
This is an important topic but I’d like to view it from another perspective. As recruiters we must balance our responsibility to ethically and professionally represent the interests of the candidate and also to meet the expectations of the client company who is, after all, paying the fee. The link between recruiter and client is critical to the success of the process. Without a solid relationship of this sort, the candidate will neither feel satisfaction, nor feel that everything is operating on a professional level. The working relationship and interaction between the client company and the recruiter can often foretell the success or failure to attract the best qualified candidate(s).
Almost everyone has heard or read about a growing talent shortage. An article last month in The Economist warned of the growing global battle for increasingly limited resources — and for talented and qualified professionals. Essentially, the interaction between client and recruiter when coordinating efforts is more important than ever. In our local market there might be only a few candidates who are considered top players in their specialization, which means you likely have one chance to present an opportunity and then to follow up seamlessly — or at least consistently — if you want to attract them. It’s likely that the most desirable candidates are already working and performing well, so unless your company can show them a good opportunity and a good reason as to why your company is a better place for them to be, you won’t get them.
Often I observe companies with the best intentions can talk the talk very well, but often they fail to walk the walk. In other words, they demonstrate in words an urgent need, a great opportunity and a company committed to growth and development of their employees — and then suddenly, after a candidate has agreed to be submitted into the process, and perhaps there has even been an interview, two weeks may pass, or perhaps even four weeks, with no information about the next step, or any signal if there will even be a next step. Meanwhile, candidates become frustrated and begin to wonder what is going on since they were informed that the client’s need was urgent, and a timeline was presented for the position to be filled. At the same time, the client is getting angry because the recruiter is expressing frustration and warning of diminished candidate interest. This, ladies and gentlemen, in my experience, is where the breakdown often occurs, a fiasco caused by miscommunicated timing and questionable management of the process. This situation helps nobody and handicaps the process. Essentially, it reflects badly on both the recruiter and the client company in the eyes of the candidates.
For every company and hiring manager, there are always going to be other deadlines, and often it’s easy to put recruiting efforts already in-process a little further down the list of priorities. Indecision and delay are the quickest way to throw water on the interest of a top-tier candidate, and once it’s doused it seldom re-ignites. Too many times I have seen the candidate’s demand for more money and other negotiable items increase as their interest decreases. Furthermore, this doesn’t include other problems that are also brewing, such as other companies and recruiters who are after the same candidate since there is a competitive market for the same people whom they all would most like to have.
The best way to address it is for all parties engaged in the process to communicate with one another and make every attempt to maintain and follow the hiring process. If there are breakdowns — as invariably do occur — communicate quickly to anticipate candidate interest fall-off and keep the candidate informed, which also means keeping the recruiter informed. Perception is reality, so no news over an undetermined period of time is bad news. For their part, recruiters are also obligated to keep candidates fully informed if they are in an interview process, as well as keeping the clients briefed even if it means telling them you have no suitable candidates yet to present. The breakdown of the process is damaging to all those involved; the recruiter, the company and the candidate.
is the managing partner at
a member of the global recruitment
firm MRINetwork
12.06.2006
Interview “nevers” to remember
And while anyone is free to dispute an opinion, I would like to share some of the things I consider “nevers” – that is, things one should never do when searching for a new job.
During an interview, never speak badly or in a derogatory tone about your past employers, the company you most recently worked for, or other persons with whom you have worked. It’s never looked upon favorably. No matter what the circumstances are or were it isn’t the type of information that will earn you a new opportunity.
Getting personal or complaining serves no purpose and will be regarded simply as an excuse, most likely one that draws attention to why you are the wrong person for the job. It’s simply unprofessional, and may lead the interviewer to conclude that if you speak that way about others with whom you’ve worked, then you’re likely to do the same later, about the job for which you’re currently applying. Instead, describe the positive aspects of why someone should consider you their best choice. Reasons for a former job not working out should be described professionally, without getting personal.
Never go to an interview without having at least a basic understanding of the company. With the Internet as a resource, there’s no excuse for not being prepared, and in almost every interview situation you will be asked either “what do you know about our company?” or “what about our company interests you?”
If you can’t answer reasonably, the interview will be over, and any time remaining will be only a formality or a polite courtesy. Your time and an interviewer’s time are equally important, and time wasted is costly for everyone — so make the brief amount of time you have count.
Never assume that the final interview, or any interview, is just a formality and you already have the job. Until you sign a written offer you shouldn’t consider any part of the hiring process as unimportant. I have known many people who ruined their chances of a new position because they thought they could relax after the initial screening. I instruct candidates that each step in the process is more important than the last. Until you have signed an actual offer, take each step seriously, no matter how “finished” the process might seem.
Never assume that you are the only person or candidate being considered for a particular position. You may think you’re the best in your particular sector, and you might possibly be, but an attitude of “how much are you going to pay me to show up for work?” compares poorly with someone who demonstrates how hard they will work, even if they have less experience.
The result will be that you’re the most qualified person who didn’t get the job.
Whether you are a member of a human resource department, or a professional headhunter, a recruiter’s job is to be a helpful partner to a client company. My job isn’t to argue, debate, or battle with a client. When a company has first exhausted internal efforts and needs assistance, that’s when a recruiter is most effective. But in either case, I’d like to suggest: Never judge the quality of an individual only from the CV.
I’ve often witnessed that some of the best candidates don’t have the nicest CVs. Likewise, I’ve met candidates who had glowing CVs, but in practice their ability was less than desirable. The CV is only one factor of the equation and shouldn’t be the deciding factor. I’ve looked at numerous CVs, and not until I took the time to talk candidates through their CV did I see they were quite different — and often better — than they looked on paper.
Never assume that a candidate has nothing better to do than wait for your call, or that your company is the only one with whom they’re speaking. Repeatedly I see companies show interest in a person, and yet they let weeks pass between interview steps. Meanwhile, a more serious and proactive company hires the candidate right out from under the company that dragged its feet. There’s absolutely an application shelf life, and the clock is ticking from the time a candidate begins the process until the offer stage. If a company delays unnecessarily, they’ll lose; not only will the candidates go elsewhere, they will then tell others how they were treated and this will reflect badly on your company. In this tight market, you simply can’t afford to treat a candidate with little regard.
Overall, the majority of people on both sides of the job search process generally act and perform to the best of their ability. But it’s worth noting that we can all fall prey to some bad habits if we aren’t paying attention.
Michael Mayher is the managing partner at MRI Worldwide – Prague, a member of the global recruitment firm MRINetwork
Doors closing for ‘expensive‘ expats
If signed into law by President Václav Klaus, the measures could be in place this summer, which is welcome news for the nearly 40,000 foreigners living here that the bill would affect. But will the changes attract more non-Czechs to settle here?
The Czech Republic is an attractive destination for expats, but, unlike 10 and certainly 15 years ago, it’s increasingly difficult to find work in established international firms. Working in global recruitment, I naturally receive many résumés from people who have built up successful careers elsewhere and, for a variety of reasons, wish to apply their talents to the Czech market. I’m also often contacted by those already established candidates who have decided to settle here.
Usually, I have to disappoint them and explain that, in most cases, I can’t be of help.
Hiring local people over expats was a trend already well underway when I arrived in Prague five years ago, which is why I made the strategic decision to specialize in representing and recruiting homegrown Czech professional talent. For the most part, foreign hires assigned to the Czech Republic by their companies’ home offices abroad have wrapped up their work here and rotated back to headquarters or moved on to new assignments, perhaps in emerging markets.
The local economy and business environment have greatly evolved and matured, thanks in no small part to the efforts of such people, while the pool of native Czech talent is healthier than ever.
Locals wanted
With Czech professionals on a par with their international counterparts, language issues aside, most companies see little justification for bringing in people who require a large compensation package. For that reason, many expats have priced themselves out of the market.
I often explain to foreign jobseekers that I can’t always help them as a recruiter, because while some companies would consider hiring them, they aren’t willing to pay a fee except in special circumstances. It’s rare now to find a company willing to pay more even for an experienced professional if the candidate is relatively new to the Czech environment; in fact, I rarely come across openings specifically seeking expats. I often advise foreign professionals to contact companies directly because going through a recruiter might actually reduce their chances.
My advice to expats who want to relocate to someplace new is to look to places such as Romania, Bulgaria, Ukraine and other countries at a similar stage to where the Czech Republic was over a decade ago. In fact, the situation here has changed so much that my recruitment firm now increasingly assists Czech professionals looking for assignments abroad within the CEE region or other developing markets further east, such as in the CIS (Commonwealth of Independent States, 12 of the former Soviet Union republics). That’s because Czechs themselves have valid experience to contribute in expat roles. However, large compensation packages for foreigners in these regions, generally speaking, are now history, with the exception of packages for those who are sent on a rotational basis within their current companies.
Foreigners seeking employment in the Czech Republic, both those who wish to come here and those who are already here, must ask themselves the most basic question: Do you have skills and experience that local professionals can’t provide? If the answer is yes, and you speak Czech, then many possibilities remain.
Coming full circle
I myself arrived in the Czech Republic five years ago this February, so the proposal to reduce the time required to gain permanent residency is music to my ears. Like many other foreigners living here, I’ve experienced the bureaucratic headaches and ever-changing rules involved in renewing my visa on a yearly basis, and would welcome a simplified and accelerated process.
Still, getting here, and staying, isn’t always easy, and that won’t change overnight. My personal motivation is perhaps stronger than most expats; I’ve traced four names from my family back to 1729 in the Czech Lands, I think of the country as my adopted home.
But I’ve also had to work hard to maintain my status to this point. People who wish to work in the Czech Republic must understand they will be evaluated in the same manner as locals, and that this means being judged by a high standard.
Michael Mayher is the managing partner at MRI Worldwide Prague, a member of the global recruitment firm MRINetwork.
Never be too ‘busy‘ to show respect
Most of us are on information overload in the modern business world as we juggle text messages, mobile phones, PDAs, email, faxes (for those who still use them), call forwarding, long hours, heavy work loads and insane schedules. We are, indeed, busy. But I contend that the phrase is a feeble excuse and not an explanation, and an insult to the person receiving the excuse. Let me explain and give a few examples.
Telling someone you are simply “busy” implies that you are busier than the person trying to reach you. For many people it’s not intended as an insult, and is simply a reflex, like when one is shopping and tells a helpful sales person “I’m just looking,” whether it’s the case or not. You may well be busy, because most professionals usually are. But when I hear that sort of response, I immediately reply by saying, “I’m busy too,” because my time is just as important as theirs. It’s insulting when one person assumes their time is more important than another’s, although it may not be intended as an insult.
We need to start to think of the phrase “I’m/he’s/she’s/they’re busy” as really meaning “too busy to respond to you” or “too busy to come up with a professional or credible response” or “too busy to send an e-mail or a text message, or return a call.” If we think of it this way, we might pay each other a bit more respect.
No help from the staff
With so many pressures on our time, many people have a support staff and or an administrative assistant whose job it is to distribute some of the work load. But administrative assistants can also be guilty of the “I’m busy” brush-off. If an assistant simply offers an empty “he’s busy,” or “she’s busy,” it’s often very difficult to get beyond that initial response.
I’m not sure if this is a training issue or a matter of laziness, but it’s unprofessional at best. Either the assistant doesn’t know how to handle your request, or is busy too, so much so that he or she doesn’t make time even if you’re dealing with important issues. At the very least, an assistant should be able to give a respectful suggestion of when it might be a good time to call back. Usually when you do call back, you’re likely to hear “well, they’re still busy” and you’re right back where you started.
Rather than risk insulting a colleague or contact, one should simply take a moment to construct a credible response, and thereby pay a small measure of professional courtesy to the person who took time out from their equally busy schedule to contact you. For example, with a quick glance at a schedule, you can suggest a time you can be reached, or an alternative means to set up a time to speak. Even the smallest bit of explanation improves matters; you can say “I’m busy with…,” “I have a meeting right now,” or “sorry, I can’t speak now, but can we arrange a time?” It’s the same courtesy you would expect from others.
Most of us are in the people business in one way or another. If you work in any service organization or company, your business relies on people. Most of us are also involved in making our businesses grow. It’s odd, then, that most people experience the “I’m busy” excuse with a “new” business inquiry, and rarely from people with whom they are already acquainted.
Little phrase, big problem
Try saying “I’m busy” more than a few times in a row with an important client and watch what happens. Just imagine what could have happened with that person who tried to reach you — who might have been a new client or otherwise beneficial to your business — if only you weren’t too busy to take the call. Perhaps you thought your time was more important than theirs.
If you finally respond to someone after a number of attempts, it’s no surprise if their enthusiasm is diminished. You might receive an “I’m busy” reply, which might really mean “I would have liked to talk to you, but due to your disrespect for my time as a professional I no longer wish to speak with you.” Maybe that person doesn’t really intend for you to take it that way. Or do they? Who knows what harm has been done with one little phrase?
Getting the reference check right
Generally speaking in almost all cases personal references are worthless and carry virtually no weight or influence, unless you are in politics. The reason is that you can get your friends to say anything on your behalf, so it is rarely taken seriously. If you’re very early in your career, perhaps a recent university graduate, then you may use a former professor as a reference. But in my opinion, that’s not necessarily a personal reference because while you are a student your university studies can be considered your “work.”
Professional/work references are simply people with whom you’ve worked. They should be persons of authority. This is sometimes difficult because a candidate might fear their employers will figure out that they’re looking for new opportunities. In the case of most professional companies, human resources and recruiters will honor your request and not call your references until after an offer has been given and a resignation is taking or has taken place. But you need to clearly express your request that they not be called until the appropriate time. Most people with whom you are dealing in the interview process will honor this; however, if they’ve told you that your offer is contingent on a reference check — and you receive a bad reference that results in an offer being revoked — you’re taking a chance. So it’s always important to be able to utilize trustworthy references.
Client/customer references are self explanatory if you are a sales person or part of any service/client-related business, which is almost everybody in one form or another. Sometimes this can be a little difficult because if you have a supportive relationship, you’ll want to avoid worrying them that you may be leaving, or cause them to ask questions of your employer. Many people have good relationships with some contacts they know and can usually confide their situation or allude to their plans. But if you can’t, I have some advice for a way around this while still maintaining your integrity — but I will get to that a little later.
I don’t want to make you paranoid but I’ve experienced situations where a candidate will tell me they’ve a strong reference from someone they trust and then I learned later their “trusted” reference didn’t hold them in as high regard as the candidate might have thought. All you can do is try to utilize those you trust. This is also why you should produce three good references. That way, if one is less than enthusiastic, the other two should still tip the scale in your favor. Depending on the reason, one unfavorable reference shouldn’t kill your chances.
I’ve learned through experience that written references are sometimes the best option. Imagine all has gone smoothly, you’ve received an offer, the new company wants you, you want to work for them and everyone is psyched; all that’s left is the reference check. What if the prospective employer is able to reach two of the three, but the third is out of town for a few weeks and unreachable, so time passes and perhaps some of that mutual excitement cools — and then an internal candidate comes out of nowhere. Or, as I’ve done a couple of times in my career, when I’ve found a company that’s made a final selection but for whatever reason the process is stalled, I might say to the hiring official, “If you haven’t made a final decision, I’ve a candidate I think is worthy of review before you present a final offer.” Ladies and gentlemen, time is of the essence, and the more time that passes the more chance there is of something happening to complicate the process.
Written references do a few things for you; you have them in your possession so there’s no delay. They’re the testimonial words of the reference and therefore credible. The contact info is there and if for some reason they can’t reach a person “occasionally” the written reference will suffice until the source can be contacted directly, thus allowing the process to go forward. Another good reason for obtaining written references is so you’ll know what your reference is saying about you. In order to obtain a written reference, you may either explain why you need one or simply say you’d like them for your records. For sales persons they can serve as a testimonial from satisfied customers.
It’s important that you don’t wait until the day you get a request for references to begin to thinking about whom to ask. Whenever I give advice on the interviewing/hiring process I stress the need to prepare ahead of time to ensure that each step goes smoothly. Seeking a new opportunity is usually a premeditated or planned event, so simply be prepared so that you can help streamline the process to as trouble-free a conclusion as possible that benefits all parties involved.
Finally, regardless of whether they’re written or verbal references, get permission to use them early, whenever possible. A call to an unprepared reference doesn’t help your effort.
12.12.2005
How to sell yourself beyond the CV
When people think about making a change, they will update their CV, consider what companies they are interested in or have heard might actually have a position available.
In the personnel, recruiting and human resource sectors, the talk is always about preparing CVs. Do you have an updated CV? Does it have this detail or that one? Is there too much information? Not enough? Is it too short or too long? Everyone has a different opinion. But too often the focus is on the CV details, and nothing is offered to promote the other aspects that are just as important.
So you have a well-thought-out CV. But after your CV has helped you get face-to-face with an official from the company you are targeting, what then? It’s at this point where many people have no idea what to do next because they haven’t thought past the CV, or — at least until now — nobody provided any advice past that point. Most often during an interview when asked, “So tell me about yourself?” the candidate simply mimics what can be read on the resume — BORING!
If that’s what you choose to do, you aren’t doing anything wrong. But if you want to stand out from the crowd of others and wish to give yourself every possible advantage, let me make a suggestion: As one example let’s say you are at a trade show, conference or social event, and you have an opportunity to meet, for a brief moment, with a person in a position of authority with a company you’d like to work for. Do you know what you would say in a spontaneous situation if you had less than a minute to make an impression?
Often people don’t put any effort into this, only to later kick themselves for not being prepared. This is why I say the best CV in the world is worthless all by itself because a company isn’t hiring paper; they are hiring a person — possibly you — if you take the initiative and prepare yourself.
In 30 seconds or less can you introduce yourself, describe what you do, and what you’d like to do or accomplish? This takes time and practice, and, to do it right, as much effort as putting together your CV. Don’t just do this in your head, take some time and write it down. I won’t go into great detail about this here, although; if you don’t do this, you are only half-ready in my opinion. Write a script for yourself in the manner you would actually speak in — you don’t want to sound scripted. As silly as it sounds, practice in the mirror.
Refine it to where it’s sharp and to the point. For an introduction prepare a short version condensed to 30 seconds and, if you wish, close it with a question. For example comment on some recent news release about the company and ask a follow-up question. This demonstrates that you are aware of their market to the point of learning more about them. This leaves a better impression than just asking where to send your CV. For a longer, interview version, add a list of bullet points of what you want to communicate during your meeting.
Culturally, this might sound a little too assertive, but it’s not about bragging; it’s simply being prepared for what you will say in a time-critical situation. I have talked to many professionals who laugh this off, and then I have to conceal my grin when I see them struggle with “um, and uh, well you know…”
Yes, accomplishments speak for themselves, but at some point it’s going to be your turn. Do you know how to present yourself? And once again, your CV doesn’t tell your whole story.
Regarding methodology, there are assessment centers, but I should point out that I don’t do large projects of dozens or hundreds of people, and frankly how would any of that advice benefit any particular reader in his or her quest? Assessment centers are suitable for large projects to find lots of bodies fast.
And there are latest trends in interviewing style. A new interviewing technique might help a human resource professional to thin the list between the unqualified and few qualified applicants responding to a Web posting. However, my experience is in helping the individual professional maximize his or her ability in competition with other short-listed candidates.
It’s the little things that will set you apart from others. It’s so basic, yet a lot of people don’t even consider this until I have mentioned it. Make the extra effort, so when the time comes, while others stammer and search for something to say because they don’t have their CV speaking for them, you’re ready, no matter what.
Michael Mayher is the managing partner at MRI Worldwide Prague, a member of the global recruitment firm MRINetwork.
Preventive steps key to keeping staff
Yes, I’m a headhunter and an opportunist to the extreme. If I can assist a good professional, yes, I will absolutely do so — but only if it’s a good candidate matched with a good opportunity resulting in a happy ending for both sides.
You can’t force anyone to do anything they don’t choose to do, and often I try to talk people out of taking a job to make sure it’s really a choice they want to make. I never advocate change just for the sake of it or without a plausible rationale. But often my work is made easier by companies that fail to do some of the simplest things that would help them retain their people.
I can’t imagine it’s a good thing for a manager to have to try to talk someone out of leaving with the offer of more money, often their next pay increase awarded earlier, or other unplanned incentives, if the crisis could have been easily prevented. And then there is the need for the manager to explain the situation to upper management. The excuse is often to blame a recruiter instead of facing up to what could’ve been prevented.
I understand managers are very busy, but employee retention is a part of their responsibilities. Often it would have been so much easier to prevent the loss when it was just a symptom that was ignored, but many managers wait until it can’t be resolved without what in essence is a bribe to make the employee stay.
A lack of proper praise
We’re not talking about most employees, although each one is an important member of your team, I’m referring to those you can’t do without: the star performers who always do more, and as a result it’s always assumed will do more than the others. These are the people companies and managers want to hold onto the most and who are so hard to replace. These are the people who work until 10 p.m. if necessary to get things done. They are also the kinds of people I’m recruiting and placing.
Of course there are often the usual reasons like the lack of career advancement, boredom, personality conflicts and changes in the marketplace. There are a lot of studies regarding this issue, and I must say there is some very useful info on our Web site that is helpful to companies and candidates.
However, when I have spoken to people to get at the root cause of their discontent, it will surprise many, and has never failed to surprise me during my career, that the most common complaint stems from a simple lack of appreciation for their extra effort. They feel taken for granted and it’s one of the items that most bothers them. After that, discontent takes on a life of its own and animosity grows.
Sometimes when it’s this simple, I feel compelled to talk about the easiest preventive measures that cost nothing to implement.
To employers: I know this sounds trite, but have you recently, for no specific reason or occasion, taken a moment to recognize the efforts of those you wouldn’t want to do without? Have you asked your employees and especially your key people, if they could change one aspect about their current job duties, what aspect it would be. For employers, this can open a dialogue to prevent problems.
If you are an employee: Before you make a career move, evaluate the time and effort you’ve invested. Is a current difficult period a short-term situation, or does it have long-term ramifications? Have you taken the time to speak with your employer to express your concerns and if not, why? Are you at a stage in your career where you can improve your situation or should you remain where you are and solve the problems?
If it appears as if I actually want to help companies retain good employees and candidates, to resolve the issues that might actually result in staying in their current positions — I am. Making a career move is usually a difficult and sometimes stressful decision, especially if it hasn’t been seriously considered. A bad decision can set you back in your career instead of moving you ahead. If you can treat the symptom before it becomes an illness, isn’t a minor preventive measure worthy of the effort?
Often when I meet someone who wants to discuss a new job, I will ask if they have first done these basic things for themselves, or if their manager has spoken to them about the dissatisfaction they’re experiencing and whether or not their manager is even aware of it. As a result, occasionally that person will work out their differences and they won’t make a change. But if they are working for a company that doesn’t value that individual or they are stalled in the career track, I am happy to assist them.
17.10.2005
About Mutual Respect and Shared Risk
I have a strong opinion about those who engage in recruitment services but lack a license or misrepresent the service level they provide. But to be fair, there is another side to the issue; companies have an equal responsibility when it comes to following through with recruiters whose services they’ve engaged.
From a recruiter’s perspective it’s just as much a gamble when working with a new client as it is for a company that begins cooperation with a new recruiter or recruiting firm. However, at one time or another there are companies whose representatives sit across a table and in good faith agreed to a contract and fee, a hiring process in which a recruiter will work diligently on their behalf yet, at the end of a successful conclusion a company might occasionally claim they can’t or won’t pay the agreed-upon fee for a variety of reasons.
A few years ago, I worked on behalf of a large international firm here where the management was eager for me to assist them with a difficult search. I performed above expectations and recruited a well-known and accomplished professional in the local market. Everyone was very happy with the result including the recruited candidate.
But when it came time to invoice the fee at the agreed rate, I was suddenly told they wouldn’t pay the full service charge and no funds would be transferred unless I agreed to a lower fee. That lower fee was only a few percentage points less, but it amounted to a substantial difference than what we had previously agreed to on paper.
A change in the agreement
On a different occasion, another large international firm here in Prague explained, after a successful placement, that they would really, really like to pay the agreed fee but they were overruled at the regional level and had no choice but to pay less. But I saw signs of that situation developing. I went directly to the regional level, challenged the claim and received my originally agreed fee.
In yet another similar local situation I was told after the fact the responsibility for the fee was a human resource decision, and human resources, told me it was a management decision; all of this after completion of the project. Although everything had already been agreed on paper, suddenly it seemed forgotten. The names of these well-established and well-known organizations would likely surprise many people. Occasionally it’s simply a communication issue; other times it is less honorable.
I’ve been recruiting for 14 years on two continents and made placements in more states and countries than I can count; I have placed hundreds of professionals in numerous business sectors and at all levels. I love what I do and I have learned my lessons well over the years, and these kinds of things have happened to me very rarely. Conducting due diligence on the front end of the recruiting process is the only thing a recruiter can do to avoid problems at the end of the process. Beyond that in my opinion, lengthy contracts are meaningless if you can’t trust based on a simple handshake.
Most experienced recruiters have had to deal with this at one time or another. If I have a bad experience I simply know who I shouldn’t work with again. It’s important to build and maintain good client relationships, but it is equally important to have source companies from which to recruit candidates for my clients. There are client companies and there are source companies. Recruiters with integrity don’t recruit from their active clients, but everyone else is a source and fair game. That is the standard practice in most parts of the world.
Companies also bear a responsibility for the services they engage and the respect they show their vendors. Just as there are some recruiters who might not be the best choices, we as recruiters sometimes know which companies are better than others, not by their financial ranking but by the patterns of how they treat their vendors and employees.
For example, if a company is replacing the same position every few months that is a red flag for me and depending on the reason, I might choose not to work on that project. So, just as there are certain recruiters that companies choose to avoid, for similar reasons there are also companies better suited as merely a source of candidates.
The best balance between recruiter and company depends on how the relationship is established — as well as the circumstances before any effort is begun. This benefits the candidates as a result. There is always give and take, and a solid business relationship is never built on a one-sided proposition. I have one primary rule regardless of the project or company in question; there must be an atmosphere of mutual respect between the parties, as well as a cooperative relationship built on shared risk.
19.09.2005
Hiring in a candidate-driven market
Positions that remain vacant for many months cost companies money — often much more than a recruiter’s fee, I might add.
Every company of which I am aware has at least one critical area of need. The current market is candidate-driven, and it’s going to get much more difficult for companies to attract and hire the people they need. I still sometimes hear human resource personnel — and occasionally a hiring official — speak as though people are lined up outside their door, but in 2005 there are very few companies that enjoy that luxury. I have to explain to clients that they can’t automatically expect to have three or more suitable candidates presented for a position, which is always the benchmark goal of any recruiter. Recruiters who do retained searches — for which they are paid in advance — sometimes go through a lengthy process of narrowing down long and short lists and still come up empty-handed (see “How to work with a recruiter, Part 1,” CBW, July 18–24, 2005).
I have always preferred to move quickly with success/contingency executive searches, for which fees are paid based on the recruiter’s success, although I also do retained searches under certain circumstances. When I see a good candidate who is both interested and qualified, I introduce him or her to the company. I don’t send three bodies just to meet their demands for numbers. If no qualified candidates can be found, it’s better to send nobody at all than to offer up candidates who don’t fit the position and waste a client’s time interviewing. Time, after all, is money. In the current market, my clients might only see two or three suitable and qualified candidates, or perhaps only one; but they won’t see the 10 or more that didn’t fit, weren’t qualified or weren’t interested.
In this market and in many other areas of Central and Eastern Europe where there is good economic growth, a company will often choose to wait and see more candidates, even when one suitable candidate is already available. In the meantime, the candidate who is left waiting might be attracted to another position elsewhere. At a time when there are personnel shortages and positions left open, clients often raise a number of objections that I find surprising in the current hot market.
The first is, “We like him/her but we need to see more candidates to compare before we make a decision.” That’s understandable; I often tell clients that we will continue to look, and are in the process of presenting another candidate or two, but I warn the company that they risk losing the candidate if he or she has to sit and wait for a few weeks. The situation is fairly predictable; when anyone on my team tells me a client wants to wait and see more people, in almost every case another company hires the original candidate, or the candidate’s interest diminishes and demands increase.
In these situations, I pose the following response to the client, although it’s not always received well; “Is this the first time you have ever hired for this position? If not, why wait for other candidates for the sake of comparison — why not simply compare the leading candidate to employees who previously worked in the same position?” I understand a company’s desire to hold out and see what other applicants might be available, but they must balance that wish with the market trend.
The second response I hear from clients is, “We liked him/her and he/she can do the job, but we think he/she’s overqualified.” There are a few reasons for this response. Companies worry that an employee will become dissatisfied with a position and want a quick promotion; that he/she will only keep the job until a better one comes along; or that the employee will be as well-qualified, or even better-qualified, than the person to whom he/she would report.
These are valid concerns. But if you have an open position for six or more months, if you haven’t seen results from your internal recruiting efforts, and if you have a person sitting in front of you who wants the job, why wouldn’t you hire them? Simply screen them and further discuss the concerns listed above. Every new hire is, to some degree, a calculated risk.
Although the environment is currently good for candidates, the pendulum swings both ways. As most professionals already know, you can’t use the current state of the market to extort money from your current employer or hold them hostage.
Regardless of the staffing shortage I’ve addressed, times are good and getting better; it’s a great time to be in business. My advice to companies falling behind the curve is simply to change with the markets to capitalize on the available talent — before your competition does.
Michael Mayher is a managing partner at MRI Worldwide – Prague, a global recruitment firm.
12.09.2005
Job Interviews: A Two-Way Exchange
It benefits both sides, the company and the candidate, to determine not only who’s right for the job, but also who’s wrong for it.
On the other hand, no one should wait for the perfect position, and hiring managers must not wait for the perfect candidate; as I’ve often said, there is no such thing. Job seekers must simply ask themselves if a job will meet their expectations and fulfill their career goals, and whether they can be an asset to the company. If the answer to all these questions is yes, that is half the equation; the candidate’s attitude and the company’s environment make up the rest.
Here are some tips on finding the right match when interviewing for a job:
- Be professional, but don’t obscure your personality. You are likely meeting someone with whom you will have to interact regularly. We spend more of our waking hours at work than we do in our homes or with family and friends. You should therefore take the opportunity to find out whether or not you can actually work with the person or people you are meeting.
- An interview isn’t an interrogation; it is a two-way exchange. It’s important not only to answer the interviewer’s questions, but also to ask about what is important to you. Share your goals. I have learned that the best managers like to hire in their own image; they want candidates with ambition. A good manager doesn’t consider a good candidate a threat because the manager is also looking to climb the company ladder.
- If you are enthusiastic about the opportunity, don’t be afraid to say it. Companies like candidates who want to join them. Don’t worry about telling them that you want this particular job — it doesn’t mean they will offer you less money because they know you want the position.
It is also fair to let a potential employer know if you are considering other opportunities as well. If you are good at what you do, every company should be aware that they are not the only organization with which you may be speaking. In the current job market, with the increasing shortage of qualified professionals, most companies know they must be competitive to attract the right people.
- At the end of the interview, don’t be afraid to ask what the next step is and whether the person with whom you’ve met is satisfied with the meeting. Companies should not choose people based on a piece of paper, nor should you base your decision on a generic HR job specification sheet or job posting. Ask as many questions as you need to make an informed decision, for example, where will this job take you in three–five years if you perform at or above expectations (see “The dos and don’ts of interviewing,” CBW, Aug. 29 –
In setting out these guidelines, I hope to help well-qualified professionals, who might not be experts of the interview ritual, to set themselves apart from those who would walk into an interview, rely on a piece of paper to speak for them, and in essence say, “How much are you going to pay me to work here?” Recruiters also have a duty to try to save companies the wasted time and effort involved in hiring the wrong person only to look for a replacement after a few months because they made a poorly informed decision the first time. There are no shortcuts in this process; new technology, Internet postings and big fat databases full of old stale CVs can never replace the human element of the face-to-face interview.
29.08.2005
The dos and don’ts of interviewing
Some of this information is based on an article I wrote earlier (see ‘Navigating the job interview, Parts 1 and 2’ CBW, May 23–29 and May 30–June 5, 2005). However, I feel that some aspects of the subject deserve more attention.
Regardless of what level of professional you are, most people are not experts about how to conduct themselves during an actual interview. And for those who are experts, well, that is usually because they do it all the time, and those people might know a lot about interviewing but obviously not a lot about keeping a job. For most people, they are busy working rather than interviewing.
Prior to an interview, everyone has had a family member, friend or associate give them advice, telling them what they should or should not say or do.
I myself have one basic suggestion: Don’t try to be somebody else to get the job. I do not mean, however, that you should walk in, stretch out in the chair and put your feet on the desk. Rather, don’t try to be someone you are not.
Often people think they need to show the person they are meeting with what they believe the hiring official wants to see — they try to fit the mold of the job description. This is a mistake. For example, let us say that during an interview you learned the firm wants a good team player, but only a team player. Being able to work on a team is important in most business environments — but you are also a leader and have good instincts and should want to be in a leadership position. However, if you really wanted to work for this particular company you might give them what you thought they wanted, not what and who you really are. About a month after you start the job, you start to go back to being yourself and all of the sudden the employer does not recognize the person they thought they hired.
As a recruiter, I truly enjoy assisting both sides of the HR continuum, companies and professions, in finding the right people so that everyone wins.
So, my advice is to be yourself. Rarely is anyone a perfect fit for any given job. Early in my recruiting career I learned that I can find the best person in the particular marketplace for the job position on which I am working, however, if that person has the right skill set yet does not fit the company culture, he or she won’t be hired.
If you don’t fit the company culture, why would you want the job if in the end you won’t be satisfied by it? This is the problem that occurs most often when some recruiters — usually database recruiting firms — send CVs in and call it recruiting or call it a search. They have a piece of paper that outlines past professional experience but they don’t know the person, nor have they taken the time to understand what the candidate actually wants — yet they claim to be representing the individual.
On the company side, hiring officials or human resource personnel often make judgments about a person based only on a document that no more represents who you are than does your passport photo.
I sometimes remind both clients and candidates that people hire people and not a piece of paper that can be tailored to look any way you want. Nothing will ever take the place of a face-to-face meeting to see if there is that personal chemistry that is almost as important as qualifications in ensuring success on the job.
Michael Mayher is a managing partner at MRI Worldwide – Prague, a global recruitment firm. He can be reached at m.mayher@mriww.cz.
Should you stay or should you go?
Up until the last 20 years or so it was perfectly normal to devote your entire career to one company, remaining a loyal and productive employee until you retired with benefits and collected your pension.
But for the most part, those days are gone and many professionals today understand that, as they progress in their careers, this often means moving and changing companies after a period of time. But the question many people face is: When and under what circumstances should they move? You don’t want to be a serial job-hopper because that will ultimately hurt your career; but you don’t want to die at your desk collecting dust, either. So I would like to share some of what I have seen, heard and experienced during my recruiting career of the last 14 years.
When I speak to recent graduates, I advise them to think of their early job progression as being devoted to resume- or CV-building. Try to make each change another step forward and upward, but don’t move around so often that you create a pattern of constant movement. Having had five jobs in five years will not be viewed with a lot of enthusiasm by a potential employer, who will suspect that you are likely to leave in less than a year anyway and may thus be loath to put any investment into you. If this is the case with your work history, you'd better have some good reasons for the changes or you won’t be taken seriously. To avoid this, think through your job changes carefully – because if you are not giving them serious thought, then having a long and varied resume won’t necessarily translate into a desirable career track.
For those who are well into their careers, there is a simple guideline for deciding whether to make a move and recognizing when you might have stayed too long: Go with your gut. I have heard many speakers over the years, read many surveys and they all generally say the same thing. To give you an example, I recently spoke to a very successful person who explained why he was thinking about looking at another opportunity. He had been with his company for the past eight years and felt that he needed to make a move, either now or never. This person explained that he liked his job and had no reason to leave, but – for the sake of his career growth – felt it might be time to move on. These instincts are correct in most cases.
Speaking very generally, I would suggest not making a move before two to three years; three to five is all right, but unless you are actively climbing the company ladder, at about the seven-to-eight-year mark you should be making your next move. You might choose to stay where you are and think in terms of, “If it ain’t broke, don’t fix it” – and that is your choice. But once you get beyond 10-11 years in one place, many companies are reluctant to consider you seriously because, to use another idiom, “You can’t teach an old dog new tricks” – in other words, the fear is that you won’t be capable of making a thorough adjustment to a new company culture. You may become stuck where you are and then must hope the future doesn’t have any unwelcome surprises for you.
The best way to maintain control over your destiny is to take charge of it; being aware of what is happening in your marketplace is not a sign of disloyalty. I find that these days most people under 30 do not even comprehend being loyal to the same company for an extended length of time. And most companies also understand this because many top executives think the same way, although you may never know it or see it. But don’t make a hobby of interviewing just for the sake of it. A sure sign of someone I avoid is a person who is always interviewing; it doesn’t reflect well on you and word gets around pretty quickly. But most of all, you are a bad risk for me to invest my time in helping. Just because there is an opportunity does not necessarily mean it is worth launching the interview process; you should already know what things would lure you from your current position and what must be present in a new opportunity to be worth making a move.
A few reasons why people should consider a job change:
- stalled career track
- passed over for promotion a 2nd or 3rd time
- your company is changing direction and you don’t like where it seems to be heading
- lack of opportunity for career advancement
- you are bored and want a new challenge
You will notice that simply being offered more money will not alter any of these conditions. As I often say, money is indeed important, but it is not and should not be the only reason you look for a new job.
In making major career changes, you should proceed with care and according to a long-term master plan that you have devised for yourself. After many years in this business I know that each situation is a little bit different – so these are simply general guidelines on knowing when to hold out or when to make a move.
How to work with a recruiter, part II
Job-seekers too often fire off their curriculum vitae and then, a week or two later, make calls to inquire what the recruiter has in line for them.
Would you be surprised to hear that there is not a list of positions ready and waiting for him or her to choose from? Of course not, because it does not work that way, unless you simply need a job — any job. But this does not describe the situation for most professionals.
I cannot speak for other recruiters, but there is certain information that I need in order to help someone; and there are some things I will require of them, also. I want to know what they want to do and what they want to accomplish. I can help them consider certain options, but if they do not know what they want, I probably cannot do much for them. I need to know if they are working with any other recruiters and how many, and I need to know which companies they have approached in the past year so we don’t waste time calling on the same firms or ones at which another recruiter has presented them — oh, and I would need to know that too.
I also need to know what the urgency level is. If someone says he or she wants to look for a job next summer, then we can talk, but we won’t actually get started looking until next spring because most companies’ needs are relatively immediate. So if a new position is not an urgent need, we need to ask ourselves how much time the candidate, or I, should invest at present.
Candidates interested in developing their careers need to participate actively in the process to heighten the chances of success. Be proactive.
If someone gets involved in a job-interview process and, for his or her own reasons, decides not to continue, or if one has received a promotion, received another offer, or just doesn’t want to continue, then fine; however, he or she should not avoid telephone calls or make false excuses. Simply letting the recruiter know one’s needs have changed is the considerate and professional thing to do. This is not for the recruiter’s sake, but for the candidate’s. One never knows when a situation might shift: the candidate might someday wish to speak to that company again.
And consider this: if the deal gets to the offer stage, the person with whom one is interviewing has a boss who has probably been informed about the talks. If candidates suddenly and unprofessionally disappear from consideration, the person with whom they have been negotiating has to explain to his or her boss that the recommended candidate turned out to be a waste of time. That makes a number of people look bad, but mostly the candidate — this is a small market and that unprofessional exit from the process will likely come back to haunt.
This is not a game, so conduct yourself as a professional and a recruiter should likewise treat you professionally and fairly. If you choose not to continue, it is fair and reasonable that a recruiter might inquire as to why — the recruiter and client deserve to be informed. They may even make an attempt to win your further consideration, but a recruiter should never get angry or threaten, ever.
When a recruiter is not the best option for you
For experienced professionals with more than three to five years’ experience, a recruiter is a good option. However, a recruiter cannot always assist a new graduate, for example, because companies often choose to recruit them directly from universities or through assessment centers, or graduates might simply contact the companies directly.
Another reason a recruiter might not be able to help is if someone has been unemployed for a prolonged period or if he or she has a pattern of changing jobs every one or two years. Sometimes there are reasons to explain such situations, due to a changing job market, for instance. In any case, I think it is best to be honest - and sometimes, unfortunately, I have to tell people that I can’t help them. The fact is that in such a situation a company might hire them, but they might not want to hire them plus pay a fee to a recruiter. In such a case, as you can see, it might actually be counterproductive to rely on a recruiter’s services. By recognizing this, we are both served.
And finally, your expectations need to be realistic. In rare cases I meet a person and help to place them within a few weeks, but, as I say, that is exceptional. There is a chronological process involved, a ritualistic methodology in the recruitment process, if it is done properly. So a candidate must plan ahead and be prepared for a substantive process. Thus, if someone wants a new job in January, perhaps he or she needs to count backward to include the resignation period and the interview process, the latter of which can take anywhere from six to 10 weeks from start to finish. Whether a candidate or a client company, the key is decisiveness. It is the one factor that can make the difference in securing the right job or attracting the right candidate.
This is the first of a two-part series on how to work with recruiters.
How to work with a recruiter, Part 1
So I thought I would try to provide some insight on how to use such services to one’s advantage when seeking out other employment opportunities.
There are three basic methods of recruiting personnel: the database search; the executive success/contingency search, for which fees are paid based on success; and the retained/executive search, for which recruiters are paid in advance. No one type is better or worse than the others, but how well each will serve you is determined by a combination of what you wish to accomplish, your professional skills, and the capabilities and services of the recruiter.
Many people think the more people to whom they send their curricula vitae, or the more agencies they engage, the better their chances of getting hired. In my experience, this is a big mistake that may actually undermine your chances of finding employment. I have seen examples of people sending their CVs to every company for which they want to work, while simultaneously talking to four or five recruiters who are searching on their behalf. In this limited market, that means a company might receive your CV several times over and, understandably, this can lead to a dispute as to which recruiter represents you. This cannot be a good thing, and I assure you that companies would rather avoid getting involved in petty disputes among recruiters. Also, you may give rise to a perception of desperation if your name pops up repeatedly as someone who wants or needs a job. This can reduce your attractiveness to prospective employers, not to mention increase the risks if you are trying to conduct a discreet search.
A commodity that is rare is perceived to have value; something that is found everywhere has little perceived worth – so don’t forget this basic supply-and-demand rule when you are seeking a job opportunity. When conducting a job search, you are the product – so what kind of commodity do you want to be? As a recruiter, I suggest you find one firm you trust, or use no more than two.
What to expect and what is expected of you
If you are not concerned about discretion and just want to see what opportunities are out there, then which method you use matters less. If all you want is for your CV to be placed in a database, then you can use any database firm and wait — but don’t get frustrated if you do not get results anytime soon.
People often get frustrated with recruiters because they make them feel important, promise they are going to help and then, after receiving their CVs, there is little follow-up contact. I admit that occasionally I, too, fall behind and don’t contact every person as quickly as I would like to, but a lot depends on the expectations you have of a recruiter, some of whom may promise they have something for you even when they do not. This is not usually the case with executive-search or retained-search firms. But you should be aware that with database-led agencies, people are often considered just another piece of paper. All these recruiters have is your CV and what they got from a short telephone call or brief interview with you; they often operate by sending as many CVs as possible to the companies they are working with. However, if this is all you require then it is a reasonable service; database-search companies serve a purpose in any market.
If you are serious about finding employment, ask what a recruiting firm can do for you, ask about its processes and know what will be done on your behalf. Consider recruiters well and choose wisely. Most of all, ensure your CV will not be sent anywhere without your prior approval. I have contacted companies on a candidate’s behalf and been told they already had his or her CV, and yet the candidate was unaware of how they had received it. I like to be overly cautious regarding both control and discretion, especially in this small market. In choosing someone to help you make such a major life change, keep in mind that who you choose can either help or hurt your chances.
This is the first of a two-part series on how to work with recruiters.
30.05.2005
Navigating the job interview, part 2
Money (continued)
During the first interview, it is not appropriate to be asked how much money you expect, nor should you ask what the job pays. The reason for this is simple; in a first meeting the employer doesn’t know you well enough to make that judgment properly. I think it is an unintended trap: if you say a number that is too high, you price yourself out of consideration; a number too low, and you cheat yourself. Likewise, you don’t yet know enough about the job to make a judgment as to fair compensation. However, it is fair and normal to be asked what level you are currently earning. At the second interview stage it is appropriate to discuss compensation because both sides will have a better understanding of each other.
The current job market is tightening and most companies realize that in order to attract the most talented people they need to compensate competitively.
“Closing” the interview
How the interview finishes can often make the difference between landing and not landing a job. At the end of the interview you need to ask about the next step. Too many people finish an interview by saying they hope they hear from the company, leave, and then wait for the phone to ring. Don’t be shy. If you want the job, you should ask about the next step — or for the job. This will do two things for you. First, it will demonstrate that you are interested and show enthusiasm. Second, it will help you to take some control of your own situation.
If you are in sales or a sales-related job, this is very important, because if you cannot close your future employer during an interview, then he or she has no reason to believe you are capable of closing deals with customers. s
The follow-up
If you choose to write a thank-you note, let me propose not simply thanking them for the interview. Use the opportunity to add information or a comment you thought of after your meeting. If there is a point you would have liked to state differently, here’s your chance. Thank-you notes should be e-mailed and sent within 24 hours.
References
If you are asked for references, there are only two kinds of references that have any value for you and the company — employment and client/customer references. Personal references are worthless. You can get your friends to say anything you want and companies know it. You should always first get permission to use someone as a reference or at least let them know in case they get a telephone call. You don’t want your reference to spend the first few minutes on the phone trying to remember details about whom the company is calling about. If you think your reference might be hard to reach, ask them to write you a written reference that you can present during an interview. Three references are an adequate number. If you are asked to present references early in the interview process and you are concerned, you must make very clear that references will not be contacted until you are in a position to be presented with an offer. I don’t suggest listing references on your CV — depending on the situation, your reference might become an unintended candidate for the same job.
The offer
If you have earned a job offer, my advice is to accept the written offer within 24 hours, unless there is a reason for further discussion or clarification of an item or items. If the interview process was thorough and you asked the questions for which you needed answers, I do not see a reason to consider the offer for longer than one business day. My experience has taught me that if both parties are sincere and you cannot say yes in one day then another few days or a week won’t make a difference. Lastly, it is never a good idea to resign from your current job before you have signed an offer letter.
These tips are intended to be beneficial for you, the candidate, and are also intended to help busy hiring officials who do not have time to waste with someone who has not taken the time to prepare for their part in the interviewing process.
23.05.2005
Navigating the job interview
There is a sort of ritual involved, and I make a point of helping people prepare. This is not intended to give them an unfair advantage; more specifically, as a job candidate, you have only one chance — and a limited amount of time — to communicate to a potential employer what you are capable of, demonstrate what you have accomplished and explain why you are the best person for the job.
Most people have worked hard at being a good employee but most people don’t know how to present themselves best and have no idea what is expected of them during the interview process. Yet there are others who claim to know everything; I have known senior-level executives who failed because they knew everything and didn’t need any help. But just in case you don’t know everything, or just in case you have been too busy working and because you don’t do this often, I’d like to offer some suggestions. I’d like to run through a list of items, some of which you likely already know. But if there is just one thing that is new to you then this article has been worthwhile.
Your curriculum vitae (CV)
This subject by itself could fill an entire article, but let’s keep it simple. The focus here is on the face-to-face interview process. Everyone has a different opinion about what a CV should look like. As a headhunter, I don’t represent, and companies do not hire, pieces of paper — they hire people. Your CV is important and it represents you, but it does not speak for you, nor does it demonstrate your personality or your attitude. It is just a fact sheet.
Interview preparation
Do your homework. Most companies are listed on the Internet, so do your homework and be up to date about the company you are going to interview with. When they ask, “What do you know about our company?” and you cannot adequately answer, you have wasted your time and theirs. Look for current news releases and be able to use some of that information for your questions during the interview.
During the interview
Watch for the personal chemistry between you and the people you meet, especially those with whom you may work. It might be the best company in the world and you might match the requirements, but if you don’t fit into their culture it might not be the right job for you. People know if you are trying to tell them what you think they want to hear, so just be yourself. If afterward there was no spark, don’t worry. If it was not a good match, you wouldn’t be happy anyway.
The interview is a two-way street. As much as you need to demonstrate why you are the best person for the job, the company you are talking to should also be able to give you a reason to join. There are a couple of important questions to ask: Why is the position open? What happened to the last person in the position? If the last few employees stayed in the position only a few months and left, or if the position has been open a long time, this is important information you need to know in order to make a good decision. Was the last person promoted or did they leave the company — and why? Always be cautious about a company that offers you a job in the first meeting. If it goes very well and they say they’d like to consider you for the job that is all right, but if they try to get you to accept before you leave, you need to ask yourself why. It might be flattering to your ego, but remember, this is a big decision; it is your career we are talking about. Do you buy the first car you test drive? Do you buy the first home you look at? Do you marry after only one date?
Money
This is everyone’s favorite subject. Candidates ask how much they can earn, or say how much they want; companies want to know what you’ll expect. Be careful — don’t let money be your primary motivating factor. If it is the sole reason you would change jobs I can assure you that I would not represent you. Let’s be clear about something: money is important, but it is not the main reason to make a change. For the true professional, money is never the motivating factor to change jobs. It is an important aspect, but it is the opportunity itself, the challenge of the job, that should be the reason you are making a change. The compensation should be fair and I don’t think reasonable people should go backwards in their total compensation package unless there’s a special reason to do so. If money is your only motivating factor then you are a counteroffer risk and you’ll simply stay where you are if your current employer offers a couple thousand more crowns.
This is the first installment in a two-part series about job interviews. Other important items regarding the interview process will appear next week.
02.05.2005
Counteroffers: Proceed with caution
Any concerns about an economic recession are well behind us and the marketplace is hopping. As a result, there is a growing shortage of top-talent professionals, and — get ready — it’s only going to get harder and more competitive to attract the best people. In a recession, there are many candidates available but few jobs. The situation we have now is just the opposite. The needs of companies have grown, but there are fewer qualified people to keep pace with that growth. This means companies are more aggressively trying to keep their employees because often it is harder and much more expensive to find a replacement than it is to spend some money to keep the employees they have. A position left open strains resources and leaves aspects of the business unattended.
But I must admit that, as a recruiter, I think counteroffers are counterproductive for both the employee attempting to leave and the employer. There are some very good reasons for this and I will explain them from both the perspective of the company and of the employee.
If you are a manager and one of your employees knocks on your door and hands you a letter of resignation, you have a problem. I understand that in this situation perhaps the only option you have at that time is to try to ask the employee to hold off on his or her decision while you evaluate the situation; the news is unexpected and you need time to sort out a way to keep a valued employee. The first thing that comes to mind is to offer more money or other incentives.
If you are an employee knocking on a door with the intention of resigning, you know this is a difficult decision. For most people, changing jobs is very stressful, especially if they have performed well and are recognized as a valuable member of the company. It was not an easy decision, but you have a new opportunity to advance your career that you might not have in your current job. You just want to resign and get it over with. Now you have been asked to wait and discuss it with your manager, who will attempt to convince you not to go.
Many people find themselves in this situation at some point in their careers. I have always believed that a counteroffer is simply a bandage, a temporary solution that might appear to benefit the employer more than the employee. However, for an employer there are also risks that can create more problems later. I have seen the results of studies on companies that routinely retain staff by offering more money and benefits. This creates a culture of raised expectations and can signal to others that threatening to quit can be beneficial. I have seen people who had no intention of taking a new job try to extort more money from an employer. On the other hand, an employee who accepts a counteroffer often realizes three to six months later that, although the paycheck is heftier, the troubles that originally prompted him or her to look elsewhere in the first place have not been resolved. By this time, the opportunity the employee was considering is no longer available. More money for a job you do not want is no solution.
Ask yourself a couple of things if you are offered more money to stay at a job. Did you simply get your next pay raise a little earlier? If you were already working hard for your company and it took a resignation to be offered more money, why weren’t you worth this much the day before if, in fact, you are a valued employee?
I am not saying that accepting a counteroffer is necessarily career suicide, and some people get along just fine thereafter. But I think it is fair to say that things are never quite the same. The trust is gone to some degree. Every time you wear a new suit or need to take your child to the dentist people wonder if you are going to an interview.
As a recruiter, I actively assist people who think their career track is stalled or, for whatever reason, think it is time to move on. I also assist my client companies in attracting the best talent on the market.
My message is simple: Changing your job is a serious decision and should be treated as such. An employee should communicate with a current employer to find a solution to the issues that have prompted him or her to consider leaving. Nor should an employer wait for a knock on the door to realize he or she might lose a valuable employee. However, once you have made the decision to look for other opportunities, the day you resign is the wrong time — and a little late — to wonder if you made the right decision.
partner at
He can be reached at m.mayher@mriww.cz.
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