4 Minutes

Dynamic, collaborative relationships are desired.  Most companies that I get to work with are often eager to find professionals who understand how to make an impact with the skill set they have while being respectful of the authorities in place already.  Smart employers often seek to find these exceptional people with vigor.

So, where are these people?  Do they exist?  After speaking with some of the ones we get to work with at Humareso, I would say 9 out of 10 have become discouraged about the talent pool.  Whether it’s a non-committal attitude, a desire for a list of all benefits offered by the company prior to the first interview or an awareness that the depth of work ethic displayed falls short of what’s actually needed in the workplace, these employers have dejection written on their metaphorical faces.

People, let’s display what should be displayed, not just as an appearance, but as a true picture of the qualities we possess.  Do I think that all candidates fall into the descriptors above?  No.  However, do I think that these employers are wrong?  No.  They are responding to what they see.  And remember, what they "see" is not always viewable.

I sometimes wish that everyone’s skill sets could be viewed, such as what a model has to do for his/her interviews.  Show me what you can do.  You can sit all day and tell me how great you are, but it’s better when I see you get up and walk the catwalk.  The tangibles are visible.  How do you move?  What does your face do when you walk?  Do you capture the look we want?  It takes about 4 minutes to know.  So, theoretically, can you show what you must in 4 minutes?

Most potential employers conducting interviews say they can tell within a few minutes if you have what it takes.  So, if the interview is a half an hour or longer, what is happening in the interviewer's mind?  You’ve got to make a quick, competent impression as an applicant.  The shortfall here is part of the reason that these potential employers feel that there is a lack in the talent pool.  They struggle to know what you know because it’s not presented in a coherent way.  If you have four minutes, what do you want to share?  Practice.

OK, naysayers, I hear you.  “Yeah, but John, when I walk into an interview, I don’t get to dictate the questions.”  After years of witnessing interviews, I would have to say that more than half of those times begin with a potential employer asking one of the following questions to start out:

• Can you tell me a little about yourself?
• Why are you leaving your current employer?/Why did you leave your last employer?
• Why did you decide to apply for this position?
• Why should we hire you?

Think about what you can do with the answer to any one of these questions.  Can you give them a great snapshot of your competencies, personality and work ethic in four minutes by answering one of these first questions?  Heck, yeah (Sorry, I will tone down the language moving forward).  Practice what that response is.  Look in the mirror and work it out.

However, I have to address those who do practice the answer.  Can you act like you believe what you’re saying?  The words are not the only important part, but the facial expressions, body language, inflection and lilt in your voice, etc., too.  Robots are not attractive and will not communicate who you really are (unless you really are a robot, and in that case, please be sure to check “other” in the Self-Identification section of the application).  Being believable is done when you are believable.  Crazy, right?

Authenticity begins with a belief in who you are and a confidence in it.  You might not be a fit for every company, but you are a fit for a company.  Your disillusionment with the process of finding a job can be seen clearly in the first four minutes, even if you’ve practiced your answer.  The spark in your eyes is dim, the life in your voice is weak and the enthused body language is replaced by a slouch.  Be prepared, yes, but be engaged, too.

I do believe that the talent pool needs to get stronger in certain skill sets (technology, written communication and mathematics) and in presenting those aptitudes.  I believe it takes work to get the job you want to get.  I don’t believe that you should just hope it works out.  Rather, work it out.  Do what you have to do to be enthusiastically ready for an interview.  Share with those potential employers why it would be great to have you as an employee based upon a clear and vibrant expression of your competencies.  Believe in who you are.  You’ve only got four minutes.  

Talk Talk

The previews for the movie, The Internship, already have me laughing.  I mean, getting in with Google's intern program is awesome, but to do so as Owen Wilson and Vince Vaughn means hilarity will ensue. They say too much, share too much and expose too much.  So, it's a reality movie.

In the recent interviewing I have been doing for a variety of roles, I have found a few elements bubbling throughout which are very much from the movie.  Some candidates are sharing too much.  I don't mean as far as work-related or skill-related sharing.  I mean, telling me about a child's soccer team drama, a parent's goiter issue or a previous employer's unknown legal issues that could be brought to light.  Why are you telling me this?  I have kids, parents and previous employers, and I guarantee you that I will not be joining you on that path.  An employer wants to know what you can do, not the issues you swim in.

Too harsh?  I know there are some reading and thinking, "Well, I have to use those vignettes to show my personality so cultural fit can be known."  OK, let's say I give you that.  Where is the culture where town-league sports politics, parental health abnormalities and threatened extortionistic testimony is upheld?  If you find that place, please tell me so I can avoid it at all costs.

Candidates, be just as planned with the "personality" sharing as you are with the skill set sharing.  Put thought into what you will share and what you won't share.  The passing introductory mention of a love of the Phillies, for example, is fine as you and the interviewer take a seat if the initial conversation allows for it.  But don't throw it into the mix between aptitude and knowledge-related questioning.  I know that it's public knowledge that I am a Phillies fan.  Trying to bring it up forcefully so I can know that while you are floundering in the main questioning won't work with me.

And yet, I know that there are employers conducting interviews that spend too much time talking about the unrelated rather than the core competencies.  We like the "buddy" that can fit personality-wise and forget that there is actually a job to do.  Again, too harsh?  Consider the amount of complaints, lawsuits, and online write-ups from former employees concerning bad conditions, poorly explained job requirements and terrible management.  Who hired these people?  Someone interviewed them and hired them.  Regardless of whether every former employee is right in their post-employment view, initially he/she was hired for a reason.  There was something in the candidate that made someone hiring said, "yes, a fit."

The challenge is to be mindful of the talk.  What is it that you're talking about in an interview?  Why are you talking about it?  If you are the employer in the interview, consider this progression:

• Ask questions related to the job description and based on the candidate's experience
• Explain how the role works in the organization
• Use some behavioral or situational questioning to get a sense of application
• Allow for questions from the candidate

I am not trying to be overly-simplified in approach, but this short list might be enough to get an employer started on a right path of interviewing.  I would suggest a deeper dive once this progression is more comfortable and used.  There are some other techniques and tools to accompany this basic outline.

I have no doubts that the movie, The Internship, will be hilarious or at least have funny parts (let's be realistic), but in our organizations, we aren't hiring funny necessarily.  We're hiring for skill, for knowledge, for abilities, for fit - all of it.  The candidate ought to be looked at through the lens of growth - Can this individual make a positive difference in the advancement of our mission and vision?  How will he/she do that?  How has he/she demonstrated that previously?  It's a good flow and perspective to write down and keep in front of you as you interview.  

Hold onto those questions that aren't job-related for another day down the road.  Like the company barbecue.  Nothing like chowing down on some ribs while asking an employee how his mom's goiter is doing.

What Makes You Beautiful

Stop screaming!  No, I don't mean because of your stress at work.  I mean, because I just used a One Direction song for the title.  Whenever One Direction is on at home, screams and full blown performances happen...I figured it must be the same loudness everywhere else, too!

I often wonder why we value surface characteristics in our employees.  Don't act so outraged!  We do.  Our culture loves good looks, well-dressed, well-spoken people.  Business Insider, along with a number of other articles, reveal statistics about compensation for attractive versus non-attractive people (http://www.businessinsider.com/attractive-people-are-more-successful-2012-9).  Earnings can be up to four times higher for pretty people.  Is that just a coincidence?  I don't think so.  We are the HR professionals that are involved in the hiring process.

But, even deeper, those pretty people are more likely to advance up the corporate ladder over the unattractive ones.  I have not seen nor created succession plans with attractiveness quotients, but somewhere our biases are creeping in.  How?  Well, what makes something beautiful?

Herein is the rub.  What are the criteria?  Nice smile/teeth, wavy hair, strong chin, great figure?  Uncomfortable, I know, but somewhere someone is making the decision as to what is pretty.  Many moons ago, I worked for a national restaurant chain.  I was "encouraged" to hire "the pretty ones" as hostesses and don't hire guys for those roles.  Um, really?  By whose criteria is pretty?  Mine.  No problem.  Needless to say there were all kinds of hosts and hostesses hired in those roles...I saw lots of pretty people. 

Often, our interaction with beauty is not as obvious as that example shows.  Mostly, it's a psychological affinity to a certain look or feature.  It may have no impact on the skills, abilities or knowledge that the employee or candidate has (obviously, if the role is that of a model, then it does!).  There is no real performance appraisal box to check on how pretty someone is (but there may be one on hygiene).  And yet, again, we're paying pretty people 3-4 times more than average/unattractive people.  

Bias is a tough thing to address internally.  Most biases are not egregious.  If an employer does not want to hire someone in a protected class because he/she is in a protected class, then that company opens themselves up to lawsuit, penalties and a host of other issues, not to mention how incredibly ridiculous that is.  The government has seen to it to address those groups of people that need protection, and rightly so.  However, as far as I know, there is no pending legislation concerning the protection of unattractive people.  I know that may be shocking, considering the amount of bills under review, but perhaps part of the issue is classifying who is unattractive.  I mean, do you want to be the congressperson from "x" state to say "I ain't pretty?"  Those of us who may consider ourselves average or unattractive remain unprotected.

As HR professionals, we have to be conscious of this.  What makes someone beautiful in our organizations? Think of qualities like production, teamwork, leadership, work ethic, loyalty, etc.  Aren't they beautiful qualities?  Wouldn't you rather have an "unattractive" employee that makes a real difference in the productivity and positivity of the organization rather than an "attractive" person who brings little excellence to the job?  Of course!  So, let's be sure that our systems align appropriately.

I know you may be thinking "why is he talking about this?"  Well, two reasons.  First, upon doing a simple Google search of the topic, I came across at least 10 pages of results with different articles and studies for each page.  Wow.  And secondly, I like to spend time instructing and coaching college-aged students.  Last night, in fact, I had the privilege of presenting to a group from Rowan University.  There were so many great ideas and such good energy that it was invigorating to me.  After doing some of the research I did in prep for this blog, I thought about companies that might not engage with such bright individuals due to some surface-reaction to attractiveness.  Now, I'm not saying that there were unattractive students in that class last night, but rather, I thought about the personal preferences of the hiring managers that will interview these seniors preventing them from being hired.

It's silly, really, but we are a society obsessed with looks.  We value people based on this.  Despite the fact that we fight the Miss America pageant and the like, we still tune in to see who wins.  We say we don't allow something so superficial as looks to impact business decisions, but the actions show differently.  Check your biases.  Check the biases in certain departments.  Check the cultural biases - beauty, age, sex, clothing, etc.  There are real ways that we unintentionally discriminate based on non-skill-related characteristics.

When I sit with my children, I share with them how beautiful they are.  What I make a point to do is to share why I think they're beautiful.  I talk about their kindness, compassion, excellence as a student, obedience, friendliness, service...things that will matter in the long run rather than looks which are fleeting.  I believe that my children are physically beautiful, too, but that can't be the emphasis.  I want them to use their brains, their hands, their feet to be recognized and to show accomplishment, not their looks which did not require much effort on their part (showering is an effort, according to my son). 

We should want our employees to know that the basis for their participation in the success of the company is based on their contributions.  We should want them to know that their value is based on real data and impact.  We should want them to know that's what makes them beautiful to the company, not their looks.  After all, what has Brad Pitt done for your company lately?

Big Time

"I'm on my way; I'm making it."  When I finally got a job that paid me enough which allowed me to move out of my grandparents' house and be on my own, it was awesome.  I was stoked.  Honestly, I remember cooking my first meal in my new apartment - pork chops, roasted peppers and tomatoes, brown rice.  I took a picture of the plate as I presented it to myself.  So silly, but it meant so much to me to fend for myself.  I thought I was so "big time." I was on my way; I was making it.

I often think about this time in my early 20's when I am recruiting.  So many energetic, excited newly graduated to mid-20's candidates applying for an entry level position are dreaming of how much of a difference this position will make for their futures.  My heart is so excited for them.  They're vim and vigor is palatable, so much so that when someone in that bracket walks in without that vibe, it is noticeable and an absolute put-off.

What I also appreciate is that same energetic air from the candidates in their 30's, 40's, 50's and 60's.  They share the work experiences they've had and the difference it's made in their goals.  I listen to accounts of successes and failures, lessons learned and those yet to come.  I am energized by their passion for the next chapter of professional development.  But again, if someone walks in without that confident approach, it's obvious.  Age isn't the issue; it's attitude.  I think of Mary Tyler Moore throwing her beret in the air in Minneapolis knowing that she's gonna make it after all.  The attack of life is invigorating to those around.  Without being trite, it's a beginning, not an ending.

However, in a time where the recession has eliminated positions, zapped retirement plans and sent many to the unemployment line, it would be easy to have a somber and melancholy attitude settle in.  I have witnessed tears and heartbreak by those who've been committed to a company for 25 years only to watch the doors close and the pension along with it.  So now, a 58 year-old person is vying for the same job as a 23-year old recent graduate.  

Let's role play for a moment or two.  Be both in your mind for a moment.

You're 58 and you know that you probably won't be making what your last job paid you.  You're afraid you don't have the current skills needed to be seen as viable enough for the role.  You see iPads and SmartPhones as the tipping point to your qualification rather than the 25 years of experience you possess.  You see your competition and you're disheartened that you're sitting in this waiting room.  

You're 23 and you know that you need a job.  Mom and Dad have told you that the support lines are done. You are worried that you don't have the skills for this role as you look at the 58 year-old across from you in the waiting room.  You grab your iPad and Google "skills that a 58 year-old has" so that you can fake it.  You're concerned that the manager will look at you as one of those unmotivated, entitled kids that you've come up against for most of the jobs you've interviewed.  You see your competition and you're disheartened that you're sitting in this waiting room.

Got a picture of both?  Both of them have a self-fulfilling prophecy behind them.  You will be what you decide you'll be.  Attitude is a decision of the will.  I can choose to be the victim, albeit with a right, or I can choose to rise above it.  Listen, this isn't a decision to be Richard Simmons (yeah, I know some of you have "Sweatin' to the Oldies" in the back of your DVD collection).  It's a decision to be positive and confident in mindset.  Your worth as a person is not about the job you do, but rather, the position you have can be reflective of who you are as a person.  So, if you're weary and frustrated, stop.  Really, stop.

Why are you in this position?  Assess the reasons; own what you need to own.  Develop a plan of attack that's tri-purposed.  One - address the gaps that you see in what you did in previous roles/address those areas where you lack skills.  By address, I don't mean just acknowledge.  I mean, acknowledge, confront, seek out learning, develop.  It's not okay to say I don't know how to "x."  Do you know you can search You Tube for guitar playing and learn how to play on your own?  Do you know that the internet has lots of information on certain skills and ability-enhancements?  What about your community centers and libraries (they do still exist)?  Be vigilant in learning.

Two - volunteer.  Use the skills you have and the ones you're developing to give back to others.  Engage with youth, seniors, displaced workers, colleges.  Develop mastery through usage.  Offer to be a resource at whatever level you're able.  You'll grow to be more of a resource as you start somewhere in that chain.

Three - network with attitude.  Sending out LinkedIn invites is not networking.  Finding communities where you can learn and offer answers at the same time will be more profitable.  Be online with purpose.  If you're spending a portion of your days playing "Candy Crush" or commenting to Ashton Kutchner on Twitter, you're wasting time.  Those internet communities matter whether you're 23 or 58.  Listen, my aunt is 72 and she smokes me on Facebook know-how and usage.  She engages with others, meets people and drives interest in what she brings to the table.  She works 3/4 time for a major grocery chain visiting their multi-site operations where she uses her iPhone to tabulate data...hello?  She rocks.

I have often said that if this HR-thing doesn't work out for me (well, it's been 23 years so far, but you never know), I would be happy to pour coffee at Wawa (I'm sorry for those of you who don't know what this is - Google it!).  It's not about what I am doing, but how I am doing it.  Bills can be paid, yes, but my passions can find a way out even in pouring coffee.

Let me encourage those of you seeking employment.  Change your mindset.  There is no reason to be still; there is no reason to be dejected; there is no reason to stop learning.  You can use your time wisely and have great impact.  Share who you are and what you know how to do.  Be open to learning new skills and sharpening others.  Walk into interviews with passionate purpose.  See your time in life, right now, as an opportunity.  Honestly, everyday is a day where we can be on our way.  We're all making it.

Hello, Is it Me You're Looking For?

The latest statistics show a decrease in unemployment numbers.  Regardless of which way your political bread is buttered, the economy is beginning to open up and that means growth.  For many companies, they struggle with how to implement healthy growth strategies.  Humareso desires to help these companies have a plan.

Adding positions within a company may be a part of the growth strategy.  Sourcing and recruiting for these candidates should be more than just posting an ad online and hoping for a great candidate.  The amount of resumes in response can be overwhelming, and what occurs more and more is a weak resume review.  

So, what can you do?  How can you do more to stand out?  How can you be prepared to be what a company wants?

Well, I wouldn't recommend sending a singing telegram or having your mom call on your behalf.  I would have your knowledge and skills ready.  Start with these:

• Adaptability: Are you flexible?  Can you multi-task?
• Problem-Solving: How do you handle problems?  What reasoning skills do you use?
• Leadership: Who has followed you (what type)?  What style do you use?
• Work Ethic: How have you demonstrated that you are self-motivated?
• Passion: Do you have the ability to generate enthusiasm around you?
• Willingness to Learn: Do you handle change well?

These are only a handful of skills to review in creating a resume and in preparation for an interview.  There are many more skills that should come up, but for all of them, be ready with examples to back up what you affirm.  An employer wants to understand who you are and how you will benefit the company.

So, it really could be you that an employer is looking for.  Get motivated to put that best foot forward.  If it means playing Lionel Richie to motivate you, then do it...just be sure your windows and blinds are closed.

Back to Life, Back to Reality

Ah, school days.  Such a great time of renewal, especially for learning.  A time of new relationships and new authority.  As a parent, freedom...hallelujah.

What I see from a business flow is also a time of new relationships and new authority.  Companies begin to get back into the swing after the last couple of months of vacation-covering and vacation-experiencing.  Growth of the employee base that is purposeful for the corporate mission will lead to long-term health.  Whereas my children are only going to be in the new grade from September to June (I hope!), new employees should be in the role for longer than that.

Companies struggle with knowing HOW to find those employees who are excited to enter into a great time of learning.  Sourcing, selection and recruitment are skills developed.  It is not automatic that every manager or director will be competent in finding great talent.  Who is teaching that management level to interview well?  I walk into many companies that do not offer any type of training or coaching in the recruitment process to their management.  How would we expect success?  What about the liability of EEOC violations in interviewing?  A shot in the dark cannot be the way.

Yes, this season is about getting back to life, but it's time to, also, get back to reality.  A realistic approach to finding qualified, compatible candidates has to be defined.  When were the last job analyses done?  When has the desire to be diligent about understanding the knowledge, skills, and abilities necessary for a particular job be encouraged?  Do you understand the long-term benefits of such a commitment?

Maybe by the time the leaves begin to fall, some of those great new hires will be sitting right next to you because of the changes your company has made to the hiring process.  A new classmate at the office.  You could trade that bologna sandwich...it's been in your desk for two weeks.