Back in the Day

Previous roles are changed as life cycles evolve.

Today is Gerry Crispin’s birthday. He’s over 55 which is one of the thresholds for deeming a person as old, or ready to retire, or antiquated, or no longer useful. In other words, a target for age discrimination, whether passive or overt. Yet those who are 40 and older, even as old as in their late 80s, are still active in the work marketplace via many forms of employment and engagement. There is still a need for their knowledge, skills, and talent. Those attributes, those assets, provide a great deal of value to whatever enterprise chooses to include them in their mixture of talent.

I used this day to post a (as usual) teasing birthday wish to Gerry that read: “Have people started asking you about what you did back in the day? I just know you have a great response for that.”

For those of you who are curious about how “back in the day” is defined, Longman Dictionary of Contemporary English says it means “a long time ago, when you were much younger.”

Actually (never short on words or responses), Gerry did have a great public response, while also laughing at himself. It was:

lol. When the dinosaurs roamed the earth, recruiting was different but, as a candidate, you could physically apply to more companies then on a given day (Saturday before noon) with envelopes, paper resumes and stamps than you can in an entire week online. We could do a test…if there were any newspaper classifieds left but there isn’t so you’ll just have to take my word for it.

He raises some good discussion points. Undaunted, I had a response to his observations.

In the days of classified ads, all people were paid a minimum, livable wage. Thus, they were able to afford the cost of paper, copies, envelopes, stamps, transportation costs. But then, mailboxes were on every other street corner or the postal worker picked up the outgoing letters while delivering the new.

In those days, also, there wasn’t as much research required (or at least invested in) finding a job.

Now, in this digital age, there is less volume in terms of sent resumes because there’s more need for research. The challenges of making online applications can be time consuming if the employer doesn’t have a good webmaster.

Additionally, people are so busy working two, and up to five, jobs (as well as gigs) that they simply don’t have the time to do as many applications as back in the ’60s.

Then there are the discouragement and disillusion factors.

Gen Xers and Millennials (and even some who are older) have no qualms about expressing their belief that gray hair is an indication of being old, retired, and no longer active in the workforce. They will politely inquire about what it was like “back in the day” while forgetting that there are many who have gray hair and hold very responsible positions in businesses, while sitting on boards of directors, practicing from the bench (Associate Justice Kennedy), and being very involved in their consulting and training professions.

These gray- and white-haired stoics are not out in the pasture. An elite number have managed to stay afloat in the relevant and needed arena and are proving their worth in gold. And there are those who have been worn down to the rim and taken out of the game, many times not by choice.

Applying for work “back in the day” was more reasonable in many ways. No longer is it possible to simply take the “Help Wanted” sign out of the window and hand it to the owner while saying, “I’d like to apply for the job,” and get considered (even hired) on the spot. Job search was supposed to get better because of technological advances and the reach of cyber presence which also reduced the cost associated with conducting a search and vying for the gold ring along with that younger group.

There’s a vast amount of value in these vintage competitors. The training and preparation during their early days of school was different, more sound. There wasn’t a mass flocking to garner a degree, or even an advanced degree. There was substance being taught and concepts demonstrated in classroom discussion. There was actual experience gained through internships and volunteer work that didn’t detract from earning a meaningful living wage. Wage earning and work experience happened through various channels. For most, that experience and education was recognized and rewarded. But that was back in the day.

References:

• From guns to gay rights, Justice Anthony Kennedy was the Supreme Court’s swing vote, Richard Wolf, USA TODAY (3:32 p.m. ET June 27, 2018 | Updated 10:24 p.m. ET June 27, 2018)
• The Age Discrimination in Employment Act of 1967
• Age Discrimination
• EEOC Head On Age Discrimination By Employers, Chris Farrell Contributor, Next Avenue (Aug 17, 2018, 01:00pm)
• Facebook will remove 5,000 ad targeting categories to prevent discrimination, Nick Statt, The Verge (Aug 21, 2018, 1:23pm EDT)
• Try These 7 Smart Strategies to Find a Job, Randy Lilleston, AARP (March 23, 2018)
• Avoid the Seven Mistakes Job Seekers in Their 50s Make, How to sell yourself in a digital work world, sharpen your interview skills and write a look-at-me résumé, James A. Martin, AARP

Resources:

• Unfinished Work: The Struggle to Build an Aging American Workforce
• HR Genius

There’s Going to Be a Little Pinch

Places Where You Can Ask

There are different venues to reach the destination for a job search or seeking an opportunity It’s about finding the opening to get inside the door and reap the rewards of having made that milestone.

As we move along one path or another, there will be times when we need to ask for something. There are four aspects to this. The first is knowing how to ask. The other is the willingness to accept the answer you don’t want to hear. The third is having the fortitude to say “no” – in a tactful but understandable way. And the last is having sufficient emotional intelligence (also referred to as EQ) to realize “no” does not mean resorting to some type of negative behavior. Oh, and there’s a fifth aspect to this picture which should actually be first. It’s knowing who to ask or getting leads to where the answer can be found.

Who to Ask

Who you ask for a reference or for a lead is dependent on several factors. The most significant is whether you admire some talent they have as well as whether you believe they respect you and the talents you have to offer. If they have neither, it isn’t worth your while to seek their assistance in getting an introduction or even a recommendation. The unspoken assumption here is that the person knows who you are. If they’re merely a stranger, one will question the validity and value of their recommendation.

A person has increased significance as a reference when they have some type of expertise, knowledge of the industry or profession. It’s a plus if they hold a respectable position in their industry or have a good reputation. What they say in regard to advice is positively received and rarely is flawed. They are thorough and ask good questions in order to reach solid conclusions. Likewise, they know good sources to get the right, most up to date answers.

Another way of evaluating who to ask is how much they know of your work ethic and the caliber of your work or the caliber of the content you provide. That content may be input in conversations during meetings, in various exchanges, diligence in making certain of the facts and understanding of the subject matter before speaking (or writing), and attention to details.

Can they vouch for your character? Are you one way today and another the next? People with equivocal records tend to not be very reliable. That’s a two-way street.

How to Ask

Asking for a reference takes some tact. Few relish the thought of being put in the center of the bull’s eye so an outright “I need a reference for a job and I’d like for you to be one,” is not going to go over very well. Perhaps that’s one of the reasons why LinkedIn no longer creates additions to the “Skills & Endorsements” and “Recommendations” sections of one’s profile.

The Endorsements did not require solicitation. If someone was aware of you and respected some aspect of your work, all they needed to do was click a link that added their name to the collection of endorsers.

The need for a recommendation can arise for any number of reasons, in addition to finding employment. Perhaps a recommendation is needed for admission to a school or some type of fraternal organization. A direct approach is appropriate for these types of needs. Still, it’s important that the person is familiar with you, your work, and your style.

In these situations, it is all right to let them know that (1) you’re seeking admission to a program (or consideration for an opportunity with one) and (2) you need a recommendation from someone who can speak to the value you can add to the program. The next part is where sensitivity is required.

As I said before, it isn’t wise to put the person into an uncomfortable position. Here, however, it is appropriate (now that the opportunity is revealed and your motivation for pursuing it is disclosed) that you ask if they would be willing to be a reference for you. Frame it in terms of the fact that you’ve known one another in a professional capacity and you believe their endorsement would add value (it’s appropriate to briefly outline why). If not, Ask if they can suggest someone who may be able to serve as a reference.

Sometimes the reference is needed for an application. The endorsement needs to be verified by the organization hosting the event. Once the commitment is made, the evaluator needs to be made aware that their email address, and sometimes a phone number, will need to be disclosed. Find out what contact information they prefer to have used. Be certain they realize this information is for verifying the recommendation.

Accepting the Answer

“No,” is a difficult word to say. There are times when it’s appropriate to do so. Therefore, rather than give a false impression that the answer is a genuine “Yes,” it’s far better to learn how to say “No” in a clear and unequivocal way so that later, there will be no misunderstandings and confusion. Learning how to say “No” applies to not only the one petitioned for a reference (or permission) but also for the one who does not want to accept a generosity or gift.

Sometimes the response can be couched in an explanation; sometimes the reasoning will remain private. No matter which, it’s important to be willing to hear “No” and abide by it. Retaliation is not an appropriate response. Lashing out also shows lack of maturity.

While working for a boutique executive placement firm, we had an uncomfortable situation arise. The applicant gladly gave a list of references. Some were represented as extremely good, reliable friends. The time for reference checks arrived and people were called to do that step of the screening. Unfortunately, one of the references gave less than a milquetoast reference. To say that left everyone in an uncomfortable state is understatement. Some type of explanation for the rejection needed to be formulated and then contact the applicant to tell them their candidacy was being dropped.

Was there a misrepresentation on the applicant’s part? No. But on face value and from the standpoint of a potential employer who didn’t do enough screening, there was a misrepresentation. Saying “No” can make a huge difference in whether someone’s quest for gaining a foothold is successful or not.

Be Brave

Asking for a reference can be a daunting experience for some. It’s necessary to muster up the courage to ask. On the other side of the coin, it’s necessary to muster up the fortitude to either say “Yes” or “No.”

Sometimes the evaluator is an extremely busy person. They encounter many people in a day. Keeping a mental record of what experience they’ve had with a person can be difficult, especially when the pressures of business are upon them. They may ask that a rough draft of the letter of recommendation be created so that they can edit it. This will also help them know what things to highlight for that particular venue. Not every situation is looking for the same qualities. The standout moments in the relationship – expert advice, superior knowledge of a particular subject, quick and accurate research, ability to explain complex concepts in an understandable way – are some examples of what is needed.

Life Goes On

It may be a disappointment to hear “No” when a request for a reference is rejected. That isn’t the only person in Life’s track of relationships where someone can offer an evaluation. Consider that it’s typical to request at least three references whenever someone is applying for a situation. So there was one who said “No.” That doesn’t mean everyone on the list of co-workers, acquaintances, colleagues, and associates will have the same answer. It also doesn’t mean that the door is forever sealed shut. Move on to whoever may be the next best.

The advantage of asking is learning the answer. It may be music to one’s ears, “Yes.” On the other hand, there may be a little pinch. The good thing about that pinch is that it doesn’t last forever.

Resources:

• The Right (and Wrong) Way to Ask Someone to be a Reference, Anne Pushkal, The Muse.com
• How to Ask for a Reference from an Employer, WikiHow
• How to Ask Your Professor for a Letter of Recommendation Via Email, WikiHow
• Behind the Scenes of Background and Reference Checks, Lewis Lustman, Recruiting Brief (November 14, 2016)
• 4 Effective Techniques to Screen Candidates, Stephanie, The Hire Talent (October 18, 2017)
• Reference Checking: Get Real Information from Reference Checks, Paul Falcone, Monster.com

Related Content:

• Read The Desk on Kindle
• Talent Genius

Don’t Do This at Your Day Job

A couple of days ago, a Starbucks supervisor came to me asking if we could talk. She seemed a bit distraught and nervous. Since she’d already invited herself to sit down, we merely commenced our conversation with her nervously trying to find a starting place. She asked if I’d be interested in working for Starbucks. I tossed it aside, noting that it would be considered heavy duty work for someone like me, without defining what “like me” entailed.

I was down with a cold yesterday; I needed to return today for Internet access and to catch up on pending projects. The same supervisor is on duty tonight. Her attitude is changed. It seemed appropriate to follow up on the previous conversation in order to evaluate the intentions and scope of the offer.

With a break in duties, there was a window in which we could talk. Her attitude was changed. It was flippant. Upon asking for more information about the offer she made, the subject was brushed aside as just joking. However, the demeanor that I remembered was not joking but discomfort. It was also a person still trying to sort through how she would broach the subject of offering a job to a person who was overqualified for it.

For the Day Job

I allowed the cover of “just joking” to live as it let me off the hook for refusing the offer. But the lesson is when you’re about to make an offer to someone who isn’t looking, make certain you start on balanced ground. Have a good, neutral opening in order to establish rapport for the ensuing conversation. Feel the person out in regard to their potential interest in a situation that may be available. If there are some open ends, ask whether there are some aspects of a job that would make a seasonal situation more appealing. (Mind you, this may not be a feasible move.) Start moving into conversation about the situation as you discover more about the potential positive interest.

Not for the Day Job

It seems obvious that this supervisor had never been on the opposite side of recruiting and hiring. She’d never asked someone if they wanted to work in her store. We should learn from her mannerisms.

Do not:

• invite yourself to sit down
• just blurt out an offer
• laugh at your candidate the next day and make fun of them to you subordinates

Stop and think about it. This failed candidate could be your ally at some time in the future. Don’t burn bridges.

Recruiter Tip: Importance of Circulation

This week’s tip is specifically for those of you who are independent recruiters. You may be an early start-up or have been a one-person shop for years. No matter which, that little alcove in the garage or in the corner of your bedroom is your office. When you wake up in the morning, you can see your office and the place where you’ll start your cold calling. In fact, there’s almost no time that you’re not “in your office” because you’re so there. There are some who have a really cushy life. The home office is in the kitchen. So the real conveniences are literally just an arm’s length away.

You’d think this type of life would be ideal. The day can start at whatever hour you decide and it can end as early or as late as is necessary. The trouble is, things start to get staid and stale. There are days when it’s hard to get the engines running or to get excited about doing the same routine today as you did for the past 18. And if you’re one of those who doesn’t know the definition of “weekend,” then Life (and the calendar) is becoming one huge blur.

Yes, keeping a home office is very economical, convenient, sensible, and a lot of other adjectives. But it can lead to stagnation if you’re not careful. One of an independent’s mainstays is creativity and the best way to keep creativity at its height is to carefully feed it each day with exposure to a variety of situations so that you have a different perspective. Therefore, one of the things you need to do in order to keep that flow of variety is make certain you’re circulating.

While it’s a good thing to have everything at your fingertips at your home office, have you considered setting up a virtual office presence at an executive business setting? Some offer mail service only for a very reasonable monthly fee. If strategically chosen, this mail service can keep you up to date on services available to other businesses in the suite, conferences and trainings, and potential contacts. It’s also good exposure for you and you may have a class that’s waiting for you to teach with the right development.

If the mail service idea doesn’t work for you but you’re still dying on the vine from the sameness syndrome, try doing some of your work at a Kinko’s where you literally can put your presentation together, have it printed, bound, and shipped while in your office. The beauty is that if you use the same center on a regular basis, in no time you’ll have established a rapport with the staff who will be willing to help you with bits of this or that to make life better.

Finally, there’s the local wi-fi coffee shop. Stop in to read the morning paper with a cuppa Joe and a bagel. Once you’ve noted which way Wall Street is headed, scan for those “must-find” business names in the news. The great thing about the coffee bars is that you’re welcome to stay as long as you want and come as often as you want. There are few restrictions and these are also great places to hold first meetings while still maintaining a professional presence.

The most important underlying thing about all of these suggestions is that availing yourself of some outside resources also allows you to stay fresh, aware of what’s going on currently, and still circulating.

Making Matches in a New Way

Circulating among the recruiting sites these days has become a tad boring. Always the same topics. Always the same answers. Always the same voices shouting down the others. And everyone in search of the better mousetrap to find the best talent for the job in the shortest amount of time.

There are all sorts of assessments to determine whether the applicant will become a candidate. And there are all types of assessments to measure the quality of skills the candidate has. Then the subjective stuff gets smushed in — the recruiter’s judgment — as to whether (according to the resume) this person or that has the right qualifications.

I have a feeling many of these recruiters simply do not read the cover letters that accompany the resumes wherein the lateral experience is delineated for them. And I also have a feeling that some of these recruiters simply do not understand what it is they’re searching for because they don’t want to show their ignorance. They’re ignorant because they don’t understand the terms used in the job req or the position description. What they do instead of asking for clarification or saying, “To me, this means . . .,” is they just blow it off as something that everyone does and should know, and they wonder aloud why no one else understands what the terminology is saying. You know, they use psychology.

Well, I’ve turned somersaults and cartwheels in this post and not gotten very close to saying what I’m thinking about. But after looking at all of these factors that go into finding the ideal slate of candidates and many times not coming up with the right answer, why are we not using the techniques employed by eHarmony or Match.com or Yahoo! Personals (or similar matchmaking sites) in order to get the right match?

These personals sites claim to have a very high match rate and that they connect people who wind up as enduring relationships. They start with the basic premise that social networking sites and job boards use — a profile that gives a thumbnail version of who You, the person, are. There’s the section for likes and dislikes, what you want, your ideal situation. You tell a bit about yourself and your background (is that called a “resume?”). Buried within all of that is something that brings out a bit of your personality (can someone say “cover letter?”). You talk a bit about why you are the best thing since sliced bread, look things over for glaring errors and little tweaks that may be needed, and the click “Submit.”

Once that Submit button is clicked, each site starts its processes for sorting and sifting. eHarmony has 29 dimensions through which it sorts. Yahoo! Personals checks for the body type you’re looking for, while Match.com sifts through what your friends and acquaintances say (references), it double checks places where you’ve been — or want to go. Yahoo! Personals delves into things such as body type, ethnicity, and education level. There’s really not that huge of a difference between the job boards and the matchmaking sites except for the fact that at one you’re looking for employment and business, at the second, it goes beyond business into the personal side of life and perhaps sex. The other isn’t that type of business.

But each one goes through filtering, looking for keywords, assessing whether there’s a match and if not, continuing to sort and sift until there’s a hit. The recruiting and job board side of this matchmaking process (we’ll just refer to it briefly as the “recruiting” side) seems to be filled with land mines that are set to detonate at the slightest glimmer of a potential match. The recruiting side of the process is destined to ruin because there is so much that’s at the mercy of subjective decision making. However, the matches are supposed to be just right for the company and guaranteed to work out. There are all sorts of instruments that are used to make certain the candidate is just right. As I said before, there are personality assessments, interest assessments, skill assessments, psychological assessments. You name it and there’s a screening assessment that’s been invented to handle it. These recruiting assessments are a bit like finding the right application to use on Facebook or MySpace. That is, there’s lots of stuff but only a few that really do the job.

Well, the personal sites would seem to have a higher percentage of good matches than the recruiters. People at the personal sites seem happier and better adjusted for the transparency of the process. People using the personals sites don’t find theirselves interminably left on hold. They get results or they get refunds. So why don’t we just dump all of these recruiter-type assessments and matchmaking?

In fact, why don’t we just get rid of recruiters? What we would use instead are the personals sites. They seem to be much better at figuring out people, what their likes and dislikes are, who they get along with, and the sites help people communicate and meet! They have a better record of matches that work.

Said Another Way

In the past three to four years it seems our vocabulary (especially as it relates to recruiting, job titles, and job descriptions) is becoming increasingly complicated. Yet the work that’s being accomplished is basically still the same. The only thing about the work is that it has a new name.

Let’s look at a few examples to see what I’m talking about. There’s RPO, recruitment process outsourcing. Basically it means that various parts of the recruiting agency functions are subcontracted out to others to do so that the small, core staff can develop additional business and make money to pay more subcontractors. The result is more work gets done at a higher rate of profit.

A new term that just started floating around it graphics user interface or GUI. As I recently discussed this job title with someone who seemed like a potential candidate, they summarized the position as a person who builds websites. On reflection, that was precisely what the terms meant and we also realized that my acquaintance was not the potential candidate I had hoped he would be. He wasn’t even close because he’s a recent Ph.D. graduate in computer engineering and looks forward to securing a professorship at one of the universities.

Another term of art is “pipeline of candidates” or a stream of potential candidates for a position (also known as the resume slush pile). Doesn’t “pipeline” sound much sexier than stack of papers that represent people we passed over four months ago?

It could be you’ll read a lot of ads that say something about “multiple sourcing channels.” What this means is you use more than just job boards and databases. In addition to those, you use various other techniques for finding potential candidates. (Now if I specified what some of those are, you’d have no reason to come back next week, and the week after, and so on, in order to learn more. So I won’t mention those other techniques in this writing but know they definitely are there.)

Looking at the heavy verbiage in the ads compared with the actual wants and needs of the ones posting the ads, there’s a pressing question that begs being answered. “Why are we bothering with such complicated language? Why not just come out and say precisely what we want as directly as possible so that there’s as little confusion?” Lawyers and judges saw the light in this regard years ago. In fact, the American Bar Association sort of ran up a smoke flag that directed lawyers, legislators, and judges to say what they meant in layman’s English so that everyone would understand what was being said. It was useless to make the verbiage so complicated that Einstein couldn’t make heads nor tails of the whole thing and if someone that astute was getting confused about the message, the message was not written very well in the first place.

It’s my theory that we’re complicating the terminology being used in recruiting so that recruiters will sound like they’re very intelligent, astute, individuals. Further theory, this complicated jargon is simply some secret society recruitspeak so that recruiters can feel quite elitist in their endeavors and therefore justified in barring certain individuals from being included among their precious number. So much for the theories. If it is true, it’s quite sick. If I’m off base, then let’s just laugh it off as something else that’s far out there.

But the next time you see an ad for a position you thought you were qualifed, and upon reading the ad you felt you knew nothing about the position, don’t give up on it and move along to the next ad. Actually, that’s what they’re hoping you’ll do because nine times out of ten, the advertiser is attempting to cut down the number of applicants to just those who are truly interested and qualified.

Actually, don’t give up on the ad at all. Re-read the ad. Read it carefully. Determine the core skills they need. Boil the terminology down to the most basic terms in order to capture what’s being advertised.

What are the fundamental skills required for that type of position? Ohhhhhhhh. You want that, eh? How many years? Well, I don’t have that many years of paid employment experience but I do have a lot of volunteer experience in that area. Perhaps that’s what you’re actually seeking. Let’s see, in the three years that I performed those functions, I worked alone. But when we hit crunch time, I trained and oversaw the work of five other volunteers so that we could roll things out on time, every time. I strategized with the volunteer coordinator and the person orchestrating the project in order to line up the right talent and scheduled them so that there was no glut of personnel crowding the office at any time — just a smooth stream of people who were well directed and professional, doing their work and representing the organization in a positive way. We doubled membership and sponsors after each event during the time I was there.

You see, that was just plain peoplespeak without the pain of convoluted poly-syllabic iterations of somethingorother. It just explained the work without painting monolithic murals. It was just plain and clear English. It went a lot farther in clarifying what was requested and what was done.

Recruiting Tip: Your Brand

We talk about the wonderful concept of branding. Have any of us identified what our “brand” is to us or what our “brand” is to candidates and clients? It’s a collection of many things that create the identity of our business, the services delivered by the business, the way we do business, and the culture that is embodied in our business.

What are the elements of “brand?” Day of the week that you do something? Logo? Colors in the logo and lettering? Style of answering the phone? Office decor? According to The Free Dictionary, these are elements that constitute one’s brand. But it becomes more. It becomes an attitude, even a statement about what the customer chooses to use and what it makes them feel they’re saying about their self.

And the other thing that puzzles me (for the moment) about brand is the range that it can encompass. For example, there is bohemian compared with classic. And as long as you’re getting your work accomplished — with credibility — does it really matter which one is your statement about your company’s identity? Actually, yes, it does matter. It makes a statement about the market to which you’re trying to appeal. It acts as a magnet to those who become your constituents. So if bohemian is your style, then you more than likely are working with an artistic crowd still working on making an identity for their selves. They are the more dramatic and require the most qualifying and grooming.

Finally, there’s the question of whether brand is something that we actively choose or whether it evolves as our company develops. Those who start their business with a well-defined business plan have already targeted their market segment. With that guidance, there is cognizance of what it takes to appeal to that niche. Therefore, brand is to an extent already determined and is not a process of growing with the business. Those who are striking out on their own and on a shoe string have not had the luxury of creating that all-important business plan. Therefore, brand is something that happens on a trial and error basis and molded by what works best under the circumstances. The beauty of this is that there is no rigidity. As market pressures change, so can the dynamics of the business. Things will not collapse as the market for people who can program in BASIC changes to those who know SAP because the business is still evolving and moving with the trends The downside of this spontaneous response ability is there is little direction and an extremely small safety net when major market disruptions occur.We talk about the wonderful concept of branding. Have any of us indentified what our “brand” is to us or what our “brand” is to candidates and clients? It’s a collection of many things that create the identity of our business, the services delivered by the business, the way we do business, and the culture that is embodied in our business.

What are the elements of “brand?” Day of the week that you do something? Logo? Colors in the logo and lettering? Style of answering the phone? Office decor? According to The Free Dictionary, these are elements that constitute one’s brand. But it becomes more. It becomes an attitude, even a statement about what the customer chooses to use and what it makes them feel they’re saying about their self.

And the other thing that puzzles me (for the moment) about brand is the range that it can encompass. For example, there is bohemian compared with classic. And as long as you’re getting your work accomplished — with credibility — does it really matter which one is your statement about your company’s identity? Actually, yes, it does matter. It makes a statement about the market to which you’re trying to appeal. It acts as a magnet to those who become your constituents. So if bohemian is your style, then you more than likely are working with an artistic crowd still working on making an identity for their selves. They are the more dramatic and require the most qualifying and grooming.

Finally, there’s the question of whether brand is something that we actively choose or whether it evolves as our company develops. Those who start their business with a well-defined business plan have already targeted their market segment. With that guidance, there is cognizance of what it takes to appeal to that niche. Therefore, brand is to an extent already determined and is not a process of growing with the business. Those who are striking out on their own and on a shoe string have not had the luxury of creating that all-important business plan. Therefore, brand is something that happens on a trial and error basis and molded by what works best under the circumstances. The beauty of this is that there is no rigidity. As market pressures change, so can the dynamics of the business. Things will not collapse as the market for people who can program in BASIC changes to those who know SAP because the business is still evolving and moving with the trends The downside of this spontaneous response ability is there is little direction and an extremely small safety net when major market disruptions occur.

One thing is certain, brand will determine what type of clientele and what types of candidates will gravitate to you. Brand will determine who sticks it out with you. And brand includes things such as attitude, communication style, language, attention to detail, as well as the color and font style on your letterhead.

One thing is certain, brand will determine what type of clientele and what types of candidates will gravitate to you. Brand will determine who sticks it out with you. And brand includes things such as attitude, communication style, language, attention to detail, as well as the color and font style on your letterhead.

Recruiting Tip: Learning the Qualifications

Throughout the past ten years, we’ve been talking about the war for talent and the lack of qualified candidates. At least, the rhetoric is that they’re so sparse that they come at a premium. To get that prize is the same as churning because you simply keep going through the same spare number who are already in the marketplace and seem to be very satisfied with where they are and with what they’re doing. And all the others go to the waste can.

There have been many times that I’ve watched a conversation evolve and dissolve about screening applicants. There’s the perusal of the resume for the desired background and skills. Some things look interesting. Some things just don’t seem to be a match. Still, this “comer” seems as though they’re worth expending a little coaching time on in order to develop them for the next time. Some recruiters offer resume restructuring advice without disclosing the fact that the applicant’s qualifications (which are more than the minimum required) didn’t jump out and bite them. Other recruiters will ask leading questions in order to get the applicant to self-disqualify. I call this brainwashing into mediocrity (or less). Still other recruiters simply blast off a cursory email (does anyone still write letters?) saying the background was impressive but not a match, we’ll keep your resume on file . . . blah, blah, blah. And the last portion will simply toss the resume and keep looking for the proverbial needle in the haystack.

One thing all four of these types of recruiters have in common is that they need to know more about the particular industry in which they’re recruiting. Usually these are generalists who have a “soft” feel for what the position is about, the general requirements, a rhetorical stab at years of experience necessary. Since they have no background in that particular field, there is little to no familiarity with terms of the trade, steps involved in moving from one rung on the experience ladder to the next, matters involved in the execution of certain tasks and how those can translate into another field as lateral experience.

There are many reasons why the recruiter does not ask about these things. And time is the highest reason for not researching the position in order to learn about these matters. That is “time to fill” the order, “time to place” the candidate, time to get paid for doing the work, time to do this day’s cold calling. Therefore, the extremely qualified candidate gets passed over because their shorthand presentation of the junior steps toward being qualified for the opportunity are mere fluff to them.

Starting a conversation with this applicant about why they are not qualified is a bit like spitting in their face. No one wins. One walks away thoroughly insulted; the other with a false belief that they have done a good turn. In an industry where building relationships is premium, it is crucial to frame conversations with applicants so that the applicant can maintain their self esteem. No one wants their experience or their work to be minimized or discounted. And the last thing on a priority list is for the applicant to go away with the impression that the recruiter doesn’t know what they’re doing — or worse, are simply crude. That means not only is the contact lost but also any referrals they may have sent are vanished with them.

There are qualifications for a position. Those merits were earned in a particular way and made the person qualified for a reason. Find out what they are and why they’re important. Discover which tasks are not as important and which that are superfluous.

In other words when you’re doing the recruiting for this specialized position, become a specialist in the position that’s being recruited. Gain the extra knowledge. You will not only be doing your client a good service. You’ll also be helping yourself win the talent war because you took the time to learn the qualifications for the position, which skills are needed, and why they’re meaningful. Not only that, you’ll immediately (or very soon) recognize the qualified candidate.