Career Coach Office Hours: March 1 2022 | JobSearchTV.com
I answered questions about your #jobsearch #hiringstaff #management #leadership #workplace issues.You can also email questions to TheBigGameHunter(at) gmail.com and put the phrase “Office Hours” into the subject line and I will answer it on my next show. #careercoachofficehours #careercoaching #careercoach #jobsearchtips #jobsearchadvice #interviews #hiring #managingpeople #leadershipskills #linkedinlive #linkedinlivestreams
NEW TIME!
04:02 Do LinkedIn shares get lots of views?
05:04 Who is responsible for cultivating a culture of collaboration in large companies (250+ employees)?
08:57 What happens after I have cleared all the interviews in a company?
10:04 Can you become a project manager with an MBA?
11:21 Should you reply back to a rejection email sent by your interviewer and/or HR?
13:01 How can I politely fire someone? My employee is no longer reliable and always has excuses to not come in or just doesn’t reply. I’ve never had to fire anyone, so how can I do it without being mean?
15:07 If you schedule me for an interview for 2:00 pm, and I end up not showing until 2:45 pm? Would you still be waiting for me at the interview? Or would you have left and give up by then?
17:10 Have you used a PIP to fire employees? 18:58 Why have employers indicated that resumes are not as significant as in the past in the hiring process?
23:30 Why did my job interview last for an hour but I still get a rejection? I was even offered a company tour by the recruiter.
24:53 What is the riskiest question a job applicant may be asked during an interview that will end any chances of getting hired?
27:23 The recruiter said, “We’re still interviewing a few more candidates from our end before making the decision. We’ll give you an update by the end of next week. In the meantime, feel free to reach out if you have any further questions. Cheers!” Is this good news?
28:49 Why would a hiring manager agree to an interview with the same candidate that he interviewed for the same job and rejected 2 years ago?
29:53 Is diversity push in companies leading to “discriminatory hiring”?
32:31 How do headhunters find prospective candidates for a role that they’re actively recruiting for?
[svp]http://www.youtube.com/watch?v=Vixnm4kNVNg[/svp]
Do LinkedIn shares get lots of views? And the answer is not really. Now if you tag people, they’re likely to see it. And that’s going to enhance the views of your shares of your posts on LinkedIn.
Now, again, if you’re not tagging, it’s remember, there’s a scroll that’s going on. With the result being people aren’t going to spot it. Like for someone like me who’s got 26, 27,000 1st level connections, the likelihood I’m going to see a share or a post from someone’s pretty small. But if you tag someone, they’re likely to see it and comment on it.
So, direct shares without tagging? No. With tagging? You’ll minimally get the people who you’ve tagged, commenting on what you posted.
Who is responsible for cultivating a culture of collaboration in large companies? So they define that as 250 plus employees? Well, it starts off with everyone. Even in the most cutthroat environment, you can foster a culture of cooperation. And thus, yes, one thinks of senior management as being responsible for the culture. But they’re not really doing that. They may have done something similar years before during startup phases, or when they first joined. But the reality is managers do it. Staff does it. And everyone is a participant in creating culture.
You can blame other people for how the environment is. You can also conduct yourself in a collaborative way, knowing that initially, it’s not going to be received. But you can be the sponsor of the behavior and get the result that you want in the environment as so many people do. After all, when you think about the way much of western culture has been created, you know, there have been aggressive people, there have been peaceful people. And we don’t tend to acknowledge the peaceful ones. We tend to focus on the more aggressive ones.
Yeah, people like Gandhi. (Thank you, Zubair, you’re absolutely right. Cross Cultural Management. And I’ll comment about that in a moment). So people can create the environment that they want, and just involves perseverance and persistence in the face of resistance. If that’s not the culture that you’re, you’ve step into. So the notion of cross cultural management is complicated for a lot of organizations, because it exists.
So often, there’s a dominant culture. And there’s a non dominant culture. Just as we talked about multicultural issues, or diversity issues, there’s one culture that tends to dominate. They have power and authority. But how do you respond to that, and that’s how you can shift the culture without necessarily be aggressive in response . Because I’m going to work with the assumption that the aggressive culture is the dominant one, because that’s the way it tends to be most of the time.
But since we’ve been asked about collaboration, I’ll deal with the alternative, which is dog eat dog, everyone out for himself, every woman or man out for themselves. And someone has to start the shift. And that can be you. So who’s responsible? Everyone’s responsible for the culture in an organization. What you do to change it is your choice. And you may not get a lot of support. But since peace exists and comes from within (That’s my belief, as Buddhists believe in many other cultures), start with yourself and keeping a peaceful mind as you deal with the adversity of complicated situations that you’re trying to respond to. And you’ll find with time, you will shift, shift the culture just as Gandhi did, and others have throughout the world.
Don’t Just Apply. Cut the Line!
What happens after I have cleared all the interviews with a company. Okay, he got through all the interviews, woo hoo! It doesn’t mean you’re hired. Doesn’t mean you’ve been rejected. They are evaluating multiple people concurrently most of the time. And the result winds up being, eventually they have to make a decision.
Usually, in firms, they’re deciding on the basis of conversations, notes, comments that have been recorded by interviewers, what they think about you and your experience and skills. And from there, eventually, they make the point of making a choice. And the choice can be we’re going to keep interviewing by the way. It doesn’t mean you’ve been hired. It doesn’t mean you’re rejected. It means they’ve come to the end of the process for now, and now they have a decision to make.
Three choices– you, someone else, or let’s keep talking to people. That’s what happens.
Next question is, can you become a project manager with an MBA? Yeah, you can become a project manager with an MBA. But the criteria for being an effective project manager goes beyond the MBA. So, the training and experiences that you should have about, you know, organizing and structure that your program may or may not have provided you with.
The next part of this is, will someone give you that opportunity without practical experience doing it? The answer is also, rarely. It happens at smaller firms or maybe government agencies, where they’re willing to take a shot on someone. And they save some money because they’re not going to pay you a premium firm’s rates. But yeah, it’s possible probable, no. Because you probably don’t have the real experience that someone would look for in a project manager to coordinate such a role.
So don’t hold your breath, talk to people about what they did the land of these roles, as a way of understanding what’s going to be needed of you to step up.
Should you reply back to a rejection email sent by your interviewer, and/or HR? You know, I think . . . you never know when you run into people again. So arguing is not a smart approach. “You’re wrong, I can do that job! No one asked me about!” Don’t do that kind of stuff, it’s immature.
Thank you for your consideration. I appreciate the opportunity to meet with you. Sorry, that I wasn’t quite strong enough, or didn’t satisfy your requirements. You can then ask “I’m curious. Where did you perceive the deficiency?” Now often they’ll respond with, “oh, we just saw someone who was had much more experience than you who is willing to work within our budget.” Or they’ll say, “you were outside of our price point.”
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Now, notice, it’s the two extremes. But you know, it’s a courteous way of bringing this to a conclusion just to ask where the deficiency was. And rather than arguing whatever they say, is fine, and you just respond with “Thank you. Good luck.” Send a LinkedIn connection request to them as well so that this way you can use their network as a way of part of your networking to find work. They are generally more experienced, have larger networks. And thus, you could leverage off of that in the future.
How can I politely fire someone? Boy! They are no longer reliable, always has excuses not to come in or just doesn’t reply. I’ve never had to fire anyone. So how can I do it without being mean?
Your manner is going to dictate a lot of this, but I’ll start off with meet with your HR rep, meet with your HR business partner, and say, “you know, I’m having an issue with so and so. This is what is happening. I’d like to put them on a performance improvement plan, where my expectations are very clear about what they need to do. And with it, within 30 days, they need to perform to my expectation or they’re gone.
This is a US centric answer. So in responding, all you do is you’re getting confirmation from your business partner, or your HR person, that you want to write them up for a performance improvement plan. Layout precise expectations for their performance, and what they need to do to keep their job after 30 days. If they don’t do it. It’s grounds for termination right then and there.
So don’t just fire them; give them a chance to recover. If they don’t show up. They’ve made a choice. If they don’t show up and don’t communicate, they have made a choice. It’s it’s an immature behavior on their part, but that’s the way to do it. A performance improvement plan. 30 Day expectations of improved performance. And then from there, if they don’t perform, they are gone.
So again, put your questions about job search, hiring, management, leadership, dealing with particular workplace issues in the chat or I’d love to help you. So let’s just see where we go to next. I apologize. Scrolling does that sometimes where I lose track of where I am.
If you schedule me for an interview with 2pm, and I don’t show up until 2:45, would you still be waiting for me at the interview or would you have left and given up? Now, let me start with the premise of everyone has a mobile phone. Why didn’t you call? Don’t put it on them because that’s really what happens here. Now you’re going, “what’s wrong with this person? You know, I was traffic. And I couldn’t be there at two o’clock. I got there at 2:45 because it was an accident.”
Why didn’t you call them and tell them that? If you tell people that, they can respond with, “I’ve got a 230 interview or a three o’clock. You know, as for the arriving a 245, with a three o’clock appointment behind you, 15 minutes isn’t enough? Why don’t we reschedule?
The issue isn’t that you got there at 2:45? For me, it’s that you haven’t called. You have a phone? You have the ability to call the main number, asked to be connected with someone or may even have their person’s phone number. And, if this was over video, you got no chance. You have no chance? Because they sent you an email with the invitation. And you didn’t send the response, saying, “I’m running late. I’ll probably be available at 2:45. Can we do it then?
No, you just decide to pop in when you could. So no, I wouldn’t wait. For me 15 minutes is max. Most occasions 10 minutes after is the courtesy I extend to someone> You screwed up. It’s really that simple.
Ah, a related question to an earlier one. Have you used the PIP to fire employees. I’m going to respond to the language here because you don’t use it to fire people. What you do is you use it to be clear about where the performance issues are, to give them a chance to fix them. And if they don’t fix them, they’re gone.
So, for example, someone I work with is a sales leader. And when he puts staff on performance improvement plans, yes, they they’re not doing sales. And with some people, he may require that they do a sale or two or whatever, by the end of the timeline given which is usually a 90 day window. Or, you know, he can say to them, “you know, you’re just not putting in the . . . doing the performance that we expect,. We expect you to be talking to a certain number of people per day, per week, or what have you. And then you’re not doing it.
So that’s grounds for termination at the end of the period that HR validates this for. So I haven’t personally done it. But people I coach have done it. And thus, at the end of the period of time, (excuse me, 30 days, 60 days, whatever it is, you’ve either done it, or you’re gone.
Let me just do a quick check here. One second, please. Wrong tab. I apologize. Okay, let’s continue on.
Branding Yourself Is Important and Easy
Why have employers indicated that resumes are not as significant as in the past in the hiring process? Well, I think there’s an age demographic issue here. And with little less experienced people, for certain types of roles, a demonstration of their capabilities is far more beneficial than resume. Let me illustrate.
If I’m doing recruiting, and I’m on LinkedIn, and I find a profile there, that makes sense. I just contact the person, right? And I’m not seeing the resume. I’m seeing a LinkedIn profile. I’m talking with someone about a role, seeing if you’re interested in going into depth and trying to schedule an interview. That’s what I did when I did search. I know that’s what hiring managers and talent acquisition professionals do when they are trying to find someone on LinkedIn.
For me, personally, I would go into my database, I would go into LinkedIn. And going into the database, I might do direct mail to the people who fit the requirements, because data bases tend to become obsolete. So I’d want to see if they were qualified, interested and available.
And thus, in writing to them, I’d want to know what they were doing most recently. And thus, I could do without a resume. When it came time to submitting something to my client, they’ve often asked for a copy of the resume. But the real thing comes down to times are changing.
And there was a great story, I just shared it on JobSearchTV.com, about a Gen Z job hunter. And what she was looking for was a job at Pixar. And she determined . . . well no one from Pixar responded to her resume. So what she did, excuse me one second. What she did, was go to the Pixar offices, get out some chalk, and started drawing on the sidewalk in front of them, their headquarters. She was looking for an animation job and she wanted to illustrate her skills. The result winds up being that she got hired and never submitted a resume (Peggy Sue, bear with me just one second, okay?)\
So there are situations now where people can demonstrate their experiences and be hired. If you’re you are seen to be an expert. And people contact you based upon LinkedIn profile. They’ve seen a YouTube video or listened to a podcast interview, or seen you speak from the stage at a conference. Then you’re cutting the line and getting to the front. No resume, right? And that’s really always what you want to be doing– figuring out ways to cut the line to get to the front so you’re not another piece of cattle in the corral, being processed into meat. So, resumes? There are ways now to get around, working . . . connecting with a firm without a resume, as many of these as you can do, you’re going to get results. So give it a shot and keep me posted. Okay?
Peggy Sue’s destination services consultant. I don’t know what you’re asking here. But if you tell me more, I’ll comment. Okay? And while Peggy Sue’s writing here, I’ll just remind you to put your questions about job search, hiring better, management, leadership or dealing with different workplace issues, put them in the chat. Also, going to remind you about my website, TheBigGameHunter.us, where you can schedule time for a free discovery call, coaching session, visit my blog for information, find out about my books and courses for job hunters. There is a lot at that website. Again, 12,000+ posts at this point. So now on to the next question.
Why Should They Choose You?
Why did my job interview last for an hour, but I still get a rejection. I was even offered a company tour by the recruiter. What we learned is they give company tours to a lot of people, don’t they and they chose not to go further with you.
Why? Two possibilities. Number one is you didn’t do as well as you thought. Number two is someone did better. Remember, you’re always competing. You’re competing with other people. You’re competing with the notion that someone else might be better out there. And the result winds up being you wind up in situations where you’re going to interview and not get results. So my encouragement is wherever you can, focus on a great performance on your interview. If you think you did well, you did well. If you don’t think you did well, you need to practice to improve.
Practice, practice, practice. Simple. What I’ll say is the fact that they gave you a tour, the fact that you spent an hour there means nothing. They probably do that with everyone. So don’t sweat it. On to the next thing.
Next question. What is the riskiest question a job applicant may ask during an interview that will end the chances of getting hired? When I saw this, I was actually actually thinking of the riskiest question an applicant might be asked during an interview that will have their chances of getting hired. And that’s the way I’m going to answer it. So the answer is, whenever you give an unpredictable answer that takes you off the standard script, you’re a risk. And I say you’re at risk because they may not get you.
So for example, if you’re the person who cracks jokes on the interview, as you talk to people, you know, that’s a risk on your part. If you are someone who . . . let me just think of another example. The classic question, why do you want to work for us? And you gave an honest answer. “I’m not sure that I do. What I want to do for now is learn more about your firm and the opportunity here to get a sense of compensation, benefits, and a variety of other things, to understand what I’m being brought on to do, and what my comp might be like so that in this way, you know, I can make a good decision.
What they want to hear is something along the lines of “Oh, yes, I’d be so excited to work for you. Oh, please! Why do I want to work for you? Why wouldn’t I want to work for you? Yeah, you’re a great company. Interesting people. Great job. You can lay out all that stuff, too. But the honest answer is, I don’t know yet. I’m learning a lot more. And in doing so, I’m trying to make a decision about what’s right for me as you’re trying to make a decision about what’s right for you.
And that’s a risk answer because you’re not doing the the organ grinder and the monkey, with you being the monkey begging “Oh, please give me the job! I really want this job.” No, don’t do that.
The recruiter said, “we’re still interviewing a few more candidates from our end, before making the decision. We’ll give you an update by the end of the week. In the meantime, feel free to reach out if you have any more questions. Cheers.” And then they want to know is this good news?
Well, you haven’t been rejected yet. But they’re still dating. And if you were booking a wedding hall, for your wedding, and the person who you were hoping to marry responded by saying, “Oh, you’re a very attractive man or woman. And, you know, I’ll be back to you by the end of the week, to see if I’m interested.” Okay. There’s a message in the behavior. There’s a message in the comment, and thus, it’s not good news. At best. It’s neutral news. But they haven’t fallen in love yet. That’s the fact of it. They haven’t fallen in love. No love. No money. No, honey.
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So you need more selling to do more work to do get this job. Excuse me, I’m not sure Oh, I know. I’m getting tired. I’m under caffeinated. Normally when I do this show, I’m very well caffeinated. I am not. Sorry.
Why would a hiring manager agree to an interview with the same candidate they interviewed for the same job and rejected two years before? Answer. Because they hope you’ve gotten better. They hope you’ll have done better. So that’s why they’ll interview you. Because now over two years, things have changed, right? So the long and the short of it is they want ti evaluate you for where you are today. And they’re hoping that you might be qualified for the role that they want. So that’s why they do it. They don’t view it from the standpoint of square peg square hole, square peg, round hole. So, again, they’re interviewing you two years later, because you’ve changed for the last two years.
Is a diversity push in companies leading to discriminatory hiring? No, no. I know the way the Department of Labor looks at this. Now from a search firm perspective, you’re not allowed to discriminate under any criteria under federal, state or local law. It’s just the way it is. You’re not allowed to discriminate. As an employer, in theory, what you can do is widen the scope of your search to ensure that you’re talking to people who are of color stuff. Does it lead to discriminatory hiring? No, because, behind this is the assumption that people were being discriminated against before. Catch that one.
People were being discriminated against before and now, what we’re trying to do is to ensure that they’ve opened up the criteria as broadly as possible, so that they’re able to get, they’re able to evaluate more people.
So is it intrinsically discriminatory? No. Is there a point where some might question it? Of course, and the probability is a person’s not being discriminated against for racial reasons. Often, well, let me not go down that road, I’ll just simply say, no. Discriminatory hiring is a figment of your imagination. They’re looking to ensure that they’ve widened the scope of the search to, to make sure that they’re talking to as many people of color, older individuals, younger individuals, people that they think for religion, you know, people with disabilities, that tried to ensure that they broaden the search to ensure that they’re interviewing or evaluating as many people from diverse groups as possible.
As of now, this is the last question I have for today. Let me just take a quick look and chat. Peggy Sue is not commented back by what she met with destination services consultant. So let me come back here.
How do headhunters find prospective candidates for a role that they’re actively recruiting for? I’ll tell you what I did. And I did, I did recruiting for a long time, filled a lot of positions around the United States and Canada. And when I started a search, I did a couple of things concurrently.
Number one is I posted on my website, on LinkedIn, my website was integrated with indeed and a variety of other places. So this way, I could start blasting out to people and have them be able to respond with information. Then from there, once that was done, I might do a direct mail piece out of my database to individuals who fit the criteria of the role.
So I would do a search based upon keywords to identify people and seniority levels. So it could be on the basis of job title. It could be on the basis of there’s always on the basis of a title and skills. Title can be complicated, because if this person went into my system, four years ago, they probably outgrew the title. But I’m actually starting off with the requirements of the position and looking for keywords that make sense. I would try to narrow it because often, my database had like 270,000 records when I stopped doing recruiting. So a lot of people.
And what I’d want to do is try to narrow it down based upon criteria. And from there, I’d also talked to people I knew, who might have a similar background, who I thought might be able to refer me to someone who would make sense.
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So it was a three prong strategy that would allow me to start making touches with people and start having conversations with people to see if they might be interested. So that’s where I started off with and then from there, I’m narrowing and narrowing, narrowing. But the questions really about where do you start? And the answer is with all your tools, with all your resources in order to identify people who might be qualified, interested and available.
Oh, yes, and I’d use LinkedIn Recruiter to InMail people in order to . . . I had a premium license. LinkedIn Recruiter is a premium service from LinkedIn, that allows you to message people through the platform in bulk and thus, open up conversations to people and talk with them about a role I was trying to fill. And I know other people do the same thing.
They might also post on different websites, whether it was Facebook, Twitter, or have specific industry oriented sites designed to elicit responses to have conversations that then submit or get referrals.
So I’m just going to check if anyone else has any comments. And I’m just going to remind you, that if you do, put it into chat, so then this way I can respond to it. Or somebody mentioned, come to my website, a busy guy you schedule time for a free discovery call coaching session, to visit my blog to find out about my courses, books and guides. And lastly, sorry, wrong click that you could also subscribe to my YouTube channel job search tv.com on YouTube or on Amazon music, and follow me at no BS job search advice radio, in Apple podcasts, Spotify, or it’s a video podcast, Amazon Music Google Play, wherever you listen to podcasts, I’ve got content available. In the meantime, I hope you have a terrific day, and most importantly, be great. Take care
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ABOUT JEFF ALTMAN, THE BIG GAME HUNTER
Jeff Altman, The Big Game Hunter is a coach who worked as a recruiter for what seems like one hundred years. His work involves career coaching, as well as executive job search coaching, job coaching, and interview coaching. He is the host of “No BS Job Search Advice Radio,” the #1 podcast in iTunes for job search with more than 2100 episodes.
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