FC Experts Blogs

Shawn Graham

February 5, 2008

Careers: Without Questions

How much time do you spend coming up with questions that you want to ask the interviewer? Is it something you put a lot of effort into or do you typically ask basic questions like “What’s a typically day like?” or “Do you have a formal mentoring program?” Time after time, recruiters tell me the questions people ask (or sometimes don’t ask) during the interview can be the difference between them and other candidates.

When coming up with your questions, there are two things to keep in mind—audience and quality. Audience is important because you’re typically going to want to gear your questions to the position of the person you’re interviewing with. For example, when speaking with someone in human resources, a lot of your questions will likely be around training and the hiring process. In that case, it’s okay to ask about the mentoring program. If you’re speaking with someone in a senior-level position, most of your questions will be about big picture, strategic initiatives. Meaning, you wouldn’t want to ask a vice president of the company about the number of vacation days you’d get.

Equally as important as your audience is the quality of your questions. Interviewers want to know that you’ve done your homework. Take what you learned from your research on the company and industry, and incorporate that information into your questions. For example, if you are interviewing with a company in the energy sector, you might ask how they’re positioning themselves in the marketplace to end users given the high price of gasoline. Or, if you are speaking with someone in the pharmaceutical industry, you might ask how they continue to grow and innovate given existing and future Medicare and Medicaid regulations.

Of course, you can also use the Q&A portion of the interview as a chance to incorporate things you might have forgotten to mention earlier. It can happen to the best of us: even when we’re over-prepared and on our game, there are always a few things we fail to highlight. Look for opportunities to wrap them into your conversation.

Don’t let the questions you ask hurt your chances of getting an offer. Spend time coming up with ones that show the interviewer that you’ve done your homework and that you understand the business and industry they’re in. And, the same holds true when you’re evaluating interviewees. Although only a small portion of the overall interview process, the quality of the questions they ask can speak volumes.

And don’t waste time asking about a typical day because there’s no such thing.

Shawn Graham is an Associate Director with the MBA Career Management Center at UNC's Kenan-Flagler Business School and author of Courting Your Career: Match Yourself with the Perfect Job (courtingyourcareer.wordpress.com).

Posted by Shawn Graham at 9:18 AM | Add Comment

January 28, 2008

Careers: Assessing fit

We hear it all the time from colleagues: “At the end of the day, it’s about fit.” “If you were stuck in an airport, would you want to be stuck with that person…blah blah blah.“ Full disclosure—I’m not a big fan of “the airport test” (was it obvious?) mainly because the phrase is so overused by recruiters. But, all kidding aside, as interviewers, it is our job to assess the dynamic fit for each candidate. And, I think we’d all agree that there’s no single “best way” to evaluate it. With that being said, here are a few key indicators I’ve used in the past to consider the fit of a candidate.

Personality. This is something you can usually determine within the first few minutes (sometimes seconds) of the interview. I think we’d all agree that if there’s one indicator of who would pass that always popular airport test, it would have to be personality. Do you find yourself easily building rapport with the candidate right off the bat? Or are you painfully watching the seconds on the clock tick by as you anxiously wait for the interview to end?

Work style. Some companies are looking for in-your-face go getters with a “take no prisoners” mentality. Others are looking for something much different. To what degree is your organization looking for collaborative team players versus those who prefer to work independently to deliver results? During the interview, ask for examples of projects they’ve worked on and their roles. Did they seek input from others or work unilaterally? And how does that fit with your culture?

What motivates them. Recognition? Achievement? Social prestige? Look for rewards that motivated them in previous roles and determine whether or not those same rewards exist at your company. If recognition is their thing, but recognition at your firm only goes to senior management, there’s a good chance he or she isn’t going to work out.

The team dynamic. How would this person fit with your team? Do they have the right skill set, personality, and work style for the group? Try to imagine this person as a member of a team presentation, or participating in a team meeting. If your scenario yields an ugly picture, that might be a good time to cut the interview short.

Things get a little bit trickier when you’re hiring someone for a specific office; offices in different cities often have their own unique “personality.” You have to walk a thin line between finding someone who is a great fit with the overall organization and also with a specific office and a specific group of people.

What are some of the criteria you’ve used to assess fit? Post a comment.

Posted by Shawn Graham at 4:04 PM | Add Comment

January 22, 2008

Careers: The New Leader Honeymoon Period

I was meeting with a colleague recently to help him prepare for an upcoming interview. As I pulled together questions, I wanted to make sure I asked him about how he would approach his first 30 days on the job. When being considered for leadership positions, being able to effectively answer that question will not only help you get through the interview process, but it can also determine whether you hit the ground running or just end up hitting the ground. Although the answer will vary slightly by industry and company, there are generally a few key ingredients to a successful plan.

During the first month, assess performance of the business and your team. Seems simple enough, but without that baseline information, you could end up just chasing your tail. Determine what’s working and what isn’t. Assess whether the performance measures in place are adequate or if they need to be refined. Once you know this information, building metrics will be a whole lot easier.

Meet with key players. Well, first you have to identify who the key players are but that’s generally not hard to do if you just look around. They’re usually dressed the nicest (the fancier the cuff links, the better) and they usually have a window office. Assess their expectations. Get a feel for where they’re headed and where they think the organization is headed. Armed with that insight, look for opportunities to work together.

Make sure employee roles are clearly defined and that you are all on the same page with expectations. If you need to realign staff responsibilities to put them in a better position to be successful, talk it through with them and get their input and buy in before making any final decisions. While you’re at it, make sure everyone has established, and is pursuing, a personal development plan.

Finally, schedule a strategic planning session with your staff. This will give you a chance to work together as a team to chart the direction of the business for the near term. Plus, the session will give you a chance to get everyone involved and that will almost always help to open dialogue and secure buy-in from the team. And, I don’t know about you, but in my opinion nothing says strategic planning like a little SWOT analysis amongst friends.

Once you pass the first 30 days, your focus is implementation. During the strategic planning process, you will have identified some number of improvement projects. Work with your team to execute those projects. Establish year end goals with staff input. Keep track of all ongoing projects and establish periodic check points to discuss how they’re going. During that discussion, it’s also a good idea to talk about how individual projects are feeding into the overall strategy as it’s often easy to lose the big picture perspective when you’re running 100 miles an hour with your head down on a project or goal.

Are you a new kid on the block? What are some strategies/best practices you’ve employed during your first few months on the job?

Posted by Shawn Graham at 5:30 PM | Add Comment

January 14, 2008

Careers: Pain-free Performance Reviews

Thanks to those of you who shared your thoughts on some of the drawbacks of creative resumes and cover letters. Many of you commented that, because of the sheer volume of applications and the fact that readers prefer that they fit into a neat little box, instead of getting noticed by a line manager or someone who would appreciate your creativity, there’s a pretty good chance creative applications will get bounced by HR. Good observations.

But let’s move on. Performance reviews sometimes sneak up on us without much advanced warning, showing up as an unexpected Outlook meeting request in our inbox. If you’re anything like me, then you probably start to rack your brain to think about the things you’ve done over the last quarter or half of the year (depending on the boss), so you can make sure you have your ducks in a row before that big meeting.

Something a public relations professor once told me has proved incredibly valuable and is something I use to this day to take the pain out of performance reviews. His sage advice? Keep track of what you accomplish on the job as it happens. Back then, before he had one of those “new fangled computers,” he kept a tablet in his right top desk drawer for the sole purpose of keeping track of projects, accomplishments, and anything else he might have to refer to later. I don’t know about you, but I would much rather do that than to try to pull everything together on short notice.

I created a simple Word document that I maintain throughout the year. It contains my performance objectives outlined during my previous review, my accomplishments, my personal development goals and strength and development areas, and a snapshot of what’s working and what’s not.

I’ve been lucky enough to work for some great bosses and they have done a great job of capturing my accomplishments, but there’s always a chance something could get missed. And that something could have an impact on my review. To keep that from happening, I usually make note of anything that I think could add value and then go back and delete anything I feel isn’t relevant. As you keep track of accomplishments, note what you did, what that involved, and what the outcome was—the more specific the better.

If you’re lucky, your boss will work with you around your personal development goals and strength and development areas. Put some thought into opportunities to expand your existing skill set and how that might benefit not only you, but your team and your department. Think about your strengths. Are there things you’d like to get involved in that would play to those strengths? Just remember to keep your “wish list” manageable and realistic: this isn’t the time to add 42 new projects to your plate just to impress the boss.

Finally, come ready to talk about what’s working and what isn’t. I say this with one huge caveat—only discuss what isn’t working if you trust your boss is open to that feedback. “What’s working” is the easy part. Your answer will likely be a combination of what’s working for you, the team, and what your boss is doing that he or she should continue to do. The “what’s not” is often the one that will make you a little nervous. Don’t be afraid to give some constructive feedback but, when you do, try to focus on things that don’t involve individual team members. For example, if you’ve noticed a little friction between staff, it might make sense to mention it without going into specific details—more of a general observation. And, if you’re offering your boss supervisory advice, refer to specific actions, not personality traits. Also, leading with a compliment never hurts: “I really appreciate the way you open our staff meetings with updates from last week; but, it might help if the updates tied a little more directly into what you’d like us to do in the future.”

Whether you use a legal pad, Word doc, or a cocktail napkin, keeping track of your accomplishments, development areas, and what’s working and what isn’t can make prepping for your next review a lot easier. And it can likewise make your life easier as a manager if you use a similar approach with the accomplishments of your staff.

What are some things you’ve done to take the pain out of your performance review?

Posted by Shawn Graham at 3:46 PM | 5 Comments

January 7, 2008

Careers: Should Candidates Get Creative?

This is a question job seekers often ask. Especially when they’re considering companies that pride themselves on innovation and imagination. And with so many options at their fingertips, the temptation to create an outside-the-box application, resume, cover letter or Facebook page to grab the attention of employers can be hard to ignore.

Being creative is always a risky proposition because you never know how the application reader is going to react: What one person thinks is super cool might be seen as totally unacceptable to someone else. For example, I’ve heard some experts suggest things like sending a bag of candy to a recruiter around Halloween with a note that says “It would be a treat to work with you.” In an unscientific poll of eight people I know, nine thought that was a bad idea.

I’ve discussed the creativity question at length with my career counselor peers. Most of us advise job applicants to err on the conservative side because the benefit of risk-taking is often outweighed by the greater likelihood of falling flat on your face. I, however, chose to ignore this advice.

Back in my undergrad days, I wanted to work for Ben and Jerry’s corporate office. Maybe it was because of their corporate culture, or maybe it was the thought of all that ice cream. They seemed a little unconventional, so I racked my brain on how to present my resume and cover letter in an outside-the-box kind of way. I ended up, with the help of my local Kinko’s, creating tie-dyed paper that I used for my resume and cover letter. The result? After about eight weeks, I received a rejection flyer that instructed me to check their website for future openings. I was hoping my creativity would get me a phone interview; I would have settled for a personalized rejection letter.

Although my first try at creativity was unsuccessful, it wasn’t my last.

The creative bug bit me again a few years later. This time I wanted to work for World Industries, a skateboard manufacturer. I employed my limited graphic design abilities and superimposed my resume and cover letter onto a skateboard deck. I think the project cost me around $100. Again, an interview would have been great, but I assumed they’d at least say they thought it was cool. After not hearing anything for four weeks, I followed up. They said they had received it and that they were going to keep it on file. How do you file a skateboard? Do you have special skateboard filing cabinets?

I’m sure creativity has worked in certain situations, so I’d love to receive feedback from those in a hiring position: Do you think applicants should get creative? And if so, what’s acceptable and what isn’t? “It would be a treat” to hear some of the creative approaches (good and bad) candidates have used to get your attention.

Posted by Shawn Graham at 11:11 AM | 7 Comments

January 2, 2008

Careers: There's a New Sheriff in Town

16.

That’s the percentage of respondents to a recent poll by the Center for Creative Leadership who said their best working relationships were with their managers. With everything that’s been written about managing up, down, and sideways, that percentage really had me scratching my head. But, with a new boss starting this week, I need to spend less time head-scratching and more time getting my ducks in a row so I can make sure I’m not part of the 84% club.

It’s likely my new boss, as bosses typically do, will want to meet with everyone on the team one-on-one within his first few weeks on the job. And that meeting, as well as other early interactions I have with him, will set the tone for our working relationship. So I’ve got to be on my best behavior because the way I present myself early (both good and bad) could typecast me for months to come.

Everybody approaches working with a new boss in his or her own way, but I’ve found a few things to be particularly helpful over the years. Before that first one-on-one meeting, I take some time to think about my role, what I’m responsible for, some key projects I’ve managed or completed over the last few months, and anything else I think he or she might find helpful. That way, I avoid sounding like the guy from the movie Office Space who ends up yelling “I have people skills” because he couldn’t explain his job to some outside consultants. Not a great first impression.

Role clarity and expectations are huge. During our first meeting, we have to make sure we’re both on the same page. What’s his role? What’s my role? What does success look like for him, me, the team, and the department? This is also a great time to talk about what’s been working and what’s not (without unloading or throwing anyone under the bus).

I want to be myself, but not completely…at least not right away. I’m an extroverted extrovert. For some, that can take some getting used to. During my first interactions with a new coworker (whether a boss or peer), I try to tap my inner introvert. I want to spend more time listening and learning about the new person and making sure I am doing whatever I can to make sure the onboarding process flows as smoothly and seamlessly as possible.

And finally, we can’t forget about management style. How does he or she typically manage people, processes, and projects? It’s good to talk about management style early so you can adapt, if need be, to avoid any surprises a few months down the road.

Adjusting to a new boss can be both exciting and stressful. But, I know one thing for sure: a little prep and open communication on my part will go a long way toward reducing the stress and helping me positively manage our working relationship.

And this way I won’t have to do any yelling. I have people skills!

Posted by Shawn Graham at 5:32 PM | Add Comment

December 17, 2007

Careers: 7 Steps to Managing Your Brand

When’s the last time you evaluated your personal brand? I’m not talking about a little five minute introspection following an annual review, I’m talking about a top to bottom look at how you are seen and how that differs from how you want to be seen.

Whether you’re an entry-level employee or a mid-level executive, what we do can and will shape how we’re seen by others. To successfully manage your brand, steal a page from brand management 101 and ask yourself the following questions:

1. What are you trying to accomplish? A question you should ask yourself multiple times throughout the day. Whether it’s how you word a follow up email to an angry customer, or positioning yourself for a promotion, you can’t get out of first gear if you don’t first know what you’re trying to accomplish.

2. What’s your value proposition? Chances are there are dozens of equally qualified people just like you within your department, company, and industry. What’s unique to your brand? What can you do that will add more value than someone else?

3. How are you packaging yourself? From how you dress, to the role you play with your work group, your packaging occurs on many levels. To get a feel for how well you stack up, observe how others in the organization are packaging themselves.

4. Who are your competitors? People that you are directly or indirectly competing with as you climb the corporate ladder. Knowing your competition is a must if you’re going to be able to effectively differentiate yourself when you’re gunning for that big promotion.

5. What’s your brand promise? What do you want to stand for? What is it that you say you’ll do? As will come as no surprise to those who know me, responsiveness is a big part of my brand promise.

6. What’s your tone and manner? People make snap judgments based on how you present your ideas and respond to situations. Are you someone who flies off the handle or are you someone who remains calm, cool and collected? Do you approach issues using wording that will promote dialogue or are you abrasive and standoffish? Something as little as “Have we thought about going in this direction” versus “You need to go in this direction” can make a huge difference.

7. Is your brand strategy working? A question you should be asking more than once a year. Look to feedback from 360, quarterly and/or annual reviews. Pay attention to verbal and non-verbal cues from coworkers and make adjustments as needed.

Our brand matters. And, unlike large corporations, we don’t have a team of marketers behind the scenes telling us what to do and how to act on the job. Don’t leave your brand to chance, dedicate time to evaluate and manage it every day.

Posted by Shawn Graham at 6:38 PM | Add Comment

December 10, 2007

Careers: 5 Things Politicians Can Teach Us About Job Interviews

Is it just me, or do politicians rarely answer the questions they’re asked during a public debate? Instead, candidates answer the question they would have LIKED to have been asked - typically with a carefully crafted sound bite that reinforces their political agenda. How would that same approach play during a job interview? You’re posed a question, and your response is a two minute sound bite full of spin doctoring and legalese. As Presidential hopefuls jockey for position with voters (possibly the biggest job interview imaginable), I thought I’d focus on 5 things they can teach you that will make you a better interviewee.

1. Don’t dodge and deflect. As mentioned above, ask a politician a question on a hot button issue and you’ll typically get a response not to that question, but rather to the question he or she wants to answer. During a job interview, if you’re pressed for your view on a particular topic, don’t take the easy way out by giving a generic answer. You don’t have to bare your soul, but you should provide an example that addresses the question asked.

2. Pause. Tim Koegel, author of The Exceptional Presenter, encourages public speakers to pause for a few seconds before jumping into an answer. As is evident from the YouTube debates this year, those who typically did well were able to connect with the audience by appearing to give a thoughtful answer to the question asked; they didn’t jump into a response before the moderator or user-generated video was even finished. During an interview, there’s nothing wrong with pausing for a few seconds to give the impression that you put some thought into your answer before you respond.

3. Pander. Okay, so I really don’t think you should pander, but you’ve got to play up what you have to offer the company and how you might add value different from other candidates they are considering. In order to pander effectively, you need to understand the role, the company, and what you have to offer. In other words, know your constituents.

4. Dodge and deflect. I couldn’t resist talking out of both sides of my mouth with all this talk about spin doctoring, legalese, and pandering. But all kidding aside, there are some questions you should try to dodge. For example, if you’re asked about a negative situation or everybody’s favorite “What is your biggest weakness” question, you want to minimize the negative and quickly move to the positive. If you’re asked if you were up for promotion and you weren’t, it’s okay to say so. “Unfortunately, I wasn’t tapped for a promotion. It was a highly competitive selection process and only three out of 10 were chosen.” That’s much better than completely avoiding the question.

5. Don’t sling mud. Whether it’s your competition, a former boss, your spouse, your company, or even your hair stylist, there’s no need to trash talk anyone during a job interview. Even if you had a totally miserable experience, there is still probably something positive you were able to take away.

Politicians know better than anyone how to differentiate themselves from the competition. Regardless of your political affiliation, consider incorporating the tactics above during your next job interview. And who knows, maybe we’ll see you on stage at a future debate chatting with Anderson Cooper.

Posted by Shawn Graham at 1:39 PM | Add Comment

December 5, 2007

Careers: Double Vision

Fill my eyes with that double vision
No disguise for that double vision
Ooh, when it gets through to me, it's always new to me
My double vision always seems to get the best of me

Lyrics from the song Double Vision by the band Foreigner

Okay, so maybe I listened to Foreigner’s greatest hits this weekend. And maybe the song stuck in my head. But more than just some cheesy lyrics, if you’re going to nail your next interview, you’re going to need a case of double vision—an understanding of the existing vision of the team, division, or company and, your own vision for where things will and should be headed under your leadership.

Rearview vision. As a candidate, it’s easy to try to sell the interviewer on sweeping changes that you’d make if you were hired for the position before you have a solid understanding of why things were done a certain way in the past. And, in some cases that can be just what the doctor ordered. But in others, you could unwittingly step on the toes of those who worked hard to forge and implement that vision. Moreover, you may suggest plans that have been tried and failed. No one wants to hear about rehashed failures. These are often two of the most difficult aspects of coming into a new position because, as an outsider, you don’t always know if the person you’re replacing left a legacy or a disaster.

So, how do you respect the past while also bringing a new vision to the table? During the interview, listen for verbal and non-verbal cues. If you talk about carrying on the things that went well from your predecessor and the interviewer rolls his or her eyes, that’s likely a not-so-subtle cue that you should move on and talk about how you’re going to involve the team in charting a new course. Speaking of which…

Futuristic vision. No, not a scene from some new Sci Fi movie or action thriller starring Will Smith; rather, your view of what the job, department, and/or division could achieve under your leadership. Whether you’re the CEO or a junior employee, manage one person or 10,000, if you’re going to be a difference maker, you need to have a vision for the role.

Interviewers want to hear you talk about how you’d get your team involved in the process of redefining, or if necessary overhauling, the strategic vision. There are always going to be things that are working that you can build on and things that aren’t that you can improve upon. Scratch below the surface to identify opportunities that aren’t always obvious. Before your interview, talk to people inside and outside of the organization to get the lay of the land.

Most companies aren’t looking to hire candidates who will come in and continue with the status quo. The real rock stars are those who are able to understand and articulate their double vision. And, when they do, they not only showcase their understanding of the role, the company and the industry, they often walk away with the offer.

Posted by Shawn Graham at 3:31 PM | 1 Comment

November 27, 2007

Careers: Navigating the "Coaching Carousel"

Another season of college football is winding down and, as is typically the case, the number of head coaching vacancies is increasing by the day. For most of those who were, and will continue to be let go, I’m sure it wasn’t a huge surprise. After all, if they weren’t winning enough games or if they were selling a VIP newsletter as was the case with Dennis Franchione, they were on the hot seat. And they don’t call it a hot seat for nothing.

Luckily, most of us aren’t on as short of a leash as most coaches. But, if we’re caught up in corporate shake up or one of our key team members leaves unexpectedly, we also have to deal with the sudden unexpected loss.

According to Dr. Phil, there are four stages of grief: shock, denial, anger, and resolution. Losing your job, whether or not it was expected, definitely counts as grief for most of us. And how we handle each of those stages as we exit the organization will determine whether we leave there with our brand intact. Because resolution isn’t something you’ll need to react to during the process, for today’s discussion we’re going to focus on the first three stages.

Shock: Besides anger, this is the hardest one to mask as, when you hear the news, the only thing that hits the floor before your jaw is likely the pit of your stomach. And, because you’re in shock, there’s a good chance you’ll say something you’ll regret. When I was downsized a few years back, I went the opposite route. Usually someone who was never at a loss for words, I sat there speechless for what seemed like hours but was probably more like 60 seconds.

Don’t feel as though you have to respond right away. Take a few moments to compose yourself, catch your breath, and then respond as you see fit. And that doesn’t mean unleashing a series of expletives.

Denial: This always reminds me of an unexpected breakup. Unfortunately, usually when it’s come to this point, it’s likely all over but the shouting so there’s no sense rehashing how you got to this point. But we’ll talk more about shouting in a minute. In most cases, you should have seen the writing on the wall so any bouts of denial will be limited.

Anger: Whatever you do, don’t get angry. I know it’s easier said than done, but do your best to keep your cool, at least in public. When you let off steam, which you will, talk it over with your partner, a family member, or your dog. Remember, in most cases it’s business, not personal. Do your best to finish out your time with the company in stride. Don’t trash talk your boss or the organization during the downsizing or afterwards.

How we exit an organization is just as important as what we accomplished while we were there. Even though we might not get caught in the “coaching carousel,” there’s a good chance we’ll have to navigate the stages of grief mentioned above at some point during our career. As mentioned above, do your best not to be “that former employee”—the one everyone jokes about because you stormed off in a huff.

Posted by Shawn Graham at 2:43 PM | Add Comment

November 12, 2007

Careers: When to Cut Some Interviews Short

You’re 5 minutes into a 45 minute interview and you know the candidate just isn’t going to make the cut. What do you do? Continue as planned for the next 40 minutes, or wrap things up and move on to the next candidate? This topic came up over lunch with a small group of recruiters last week and, although they agreed that they can typically tell if a candidate has got what it takes within the first few minutes of an interview, they were split on whether to cut the interview short when it’s obvious it’s not going to work out.

A good reason for cutting the interview short

Scenario One: It quickly became obvious that the candidate hadn’t done his homework. He didn’t know much about the industry, and even less about the company. We’ve all been there before and we know there’s generally no excuse for a candidate showing up for an interview without doing a good bit of prep work. If they’re not interested in the job enough to take the interview seriously, there’s no point in wasting your time going through a song and dance when you know they don’t have a shot. Instead of sitting through 40 more painful minutes, the recruiter politely sent him on his way.

In this case, I think the recruiter took appropriate action. One, an early dismissal gave a clear signal of his non-offer status, (no two- to three-week wait to find out he wasn’t getting the job); two, it kept both of them from wasting any more of each other’s time; and, three, cutting it short gave the recruiter extra time to prep for his next interview (hopefully with a candidate who really wanted the job).

If you go this route, try to share feedback with the interviewee. If they weren’t prepared, let them know. That way, they can go back to the drawing board before their next interview.

When you might go the distance

Scenario Two: Unlike the previous example, this candidate did her homework, but she just wasn’t a good fit with the organization. The recruiter didn’t want to end the interview abruptly because she had put a lot of time into researching the company and industry. From his perspective, the candidate had earned her chance to interview and he was going to give her the full 45 minutes.

The possible downside to this approach is that the candidate might think she had a legitimate chance to land a job offer, only to find out two or three weeks later (and she’s lucky if it’s that quick) that she didn’t. You don’t have to inform them during the interview that they wouldn’t be getting an offer, but definitely follow up with them within a few days of the interview.

I’m sure there are other scenarios that aren’t quite as clear cut, but for me it boils down to the following: if the candidate puts in the effort, they deserve your time.

Have you cut a bad interview short or let one go the distance? Post a comment.

Posted by Shawn Graham at 3:47 PM | Add Comment

November 6, 2007

Careers: 4 Keys to Successful Career Fairs

Have you ever been to, or participated in, large-scale career fairs? On the company side, it’s all about glitz, glam, and making the sale. Whatever happened to job seekers being attracted to great jobs with great companies? Do we really need the other stuff? But, I guess if you’re going to compete at these venues (and, let’s face it, it IS a competition),
you ought to compete effectively. Here are some suggestions:

Fancy company signage. Good idea, rotten design. Have you ever tried to put one of those things together? I’m not sure who designs those things, but in most cases you’d need a PhD in architectural engineering just to unpack it. And would it be too much to ask for some easy-to-follow instructions? I once tried to help a recruiter put her display up and, after about an hour, it still didn’t look right. But, if you’re going to stand out, the fancy free-standing company sign (with subtle halogen spotlights) is a must. Be sure to list the jobs you’re recruiting for so candidates don’t have to ask every time they approach your booth.

Giveaways. Who comes up with this stuff? It’s like there’s a think tank comprised of the folks from SkyMall Magazine and Sharper Image developing a thousand variations of the stress ball. This is your company’s chance to stand out in the crowd. Unilever gave away free Ben & Jerry’s at one national career fair. I would have hated to be staffing one of the surrounding booths. If ice cream isn’t your thing, how about iTunes gift cards branded with your company’s logo?

Mascot. Not every company is lucky enough to have a mascot, but if you’re one of the fortunate few, nothing creates a stir like making your mascot available for pictures and staffing someone at the booth with a Polaroid. In the interest of full disclosure, I had my picture taken with the Pillsbury Doughboy. And I think I can say, based on the reaction of job seekers at the career fair, the mascot was a HUGE hit.

Generalists. Whenever possible, make sure the people you send to staff the event can speak to a broad cross-section of openings within your company. Candidates are often frustrated when they approach a booth and find the person they’re speaking with isn’t familiar with the job they’re interested in. As mentioned above, listing the jobs on your display will also help to head off some of those questions.

Every company is looking for the best job candidates, and it’s unfortunate that you have to create a circus to attract them. But, in a very competitive recruiting market, you do what you have to. Just think through your presentation: you want all the attention of playing in the center ring, but you want the attention for all the right reasons.

Posted by Shawn Graham at 8:31 AM | Add Comment

October 30, 2007

Careers: 3 Simple Steps to Ease Candidate Rejections

In a recent blog, Penelope Trunk, author of Brazen Careerist, called upon insight from a friend in human resources to explain why candidates often don’t hear from the company after an interview. Her unnamed source did a great job of getting at the heart of the matter: most recruiters want to avoid conflict. And nothing says “conflict” like telling someone they’re not going to get a job.

But let’s put the shoe on the other foot. Have you ever been on a date chatting and laughing it up, thinking you hit it off, but then he or she never returns your call? How often have great dates ended with the promise, “I’ll call you,” but they never do? Do you remember how that non-response response feels?

Trunk’s source says company recruiters often string candidates along because the interviewer doesn’t have to absorb the opportunity cost. As he puts it “…If you interview with me, what are the consequences for me treating you poorly? Not any really. You as the candidate don’t want to burn a bridge lest [my company] should happen to call you in the future, so it’s not like you are going to take me to task.“ This seems pretty callous. Great companies don’t allow this type of behavior. Great companies are great because they treat customers, employees, and candidates alike: professionally, and with respect.

Nobody wants to be the bearer of bad news, but it’s important to remember that interviewees are people, not faceless data points; treat them the way you yourself would like to be treated. Here are three simple, pain-free ways to communicate with candidates:

Don’t give mixed signals. If you know the candidate isn’t a good fit five minutes into the interview, don’t wrap things up by saying: “If you are the candidate selected for this position…” When a candidate really wants to work for your company, they’re going to interpret that phrase as a good indicator that you’re interested in them. Instead, during the interview say, “The candidate selected for the position…”

Communicate next steps. If you don’t, you could develop a bad case of “carpal pinky syndrome” (a chronic pinky distress condition recruiters develop from repeatedly hitting their delete key, clearing out emails from anxious candidates who don’t know they didn’t make the cut). When candidates know that they’ll hear from you one way or the other within two weeks, it will save them from restlessly waiting for a call three or four weeks later. Then, make sure you follow-up within the timeframe you outlined. This will also put you well on your way to “carpal pinky” recovery.

No need to make it personal. I know following up with every interviewee individually can be next to impossible for many companies, but it doesn’t take much effort to send out a form rejection email. Once I received a rejection flyer that looked like it was mass-produced on an old-fashioned printing press. Did the quality of the flyer make me laugh? Yes. Was I disappointed to receive it? Yes. Was I glad the company made even this lame effort to notify me instead of never hearing from the company again? ABSOLUTELY.

As Trunk puts it: “The people who get back to you and tell you flat out “no,” or, better yet, are transparent enough to tell you “no” right there in the interview, are the people who are the best to work for.” So the next time you’re tempted to take the easy way out and avoid telling a job candidate they’re not a good fit, remember that’s not the way great companies behave. Notifying candidates that they didn’t get the job early and clearly is not just the reputable thing to do, it’s the right thing.

Posted by Shawn Graham at 12:23 PM | Add Comment

October 23, 2007

Careers: Rules of Engagement

A survey by Gallup indicated that 1 out of 4 employees would fire their boss. Did that grab your attention? It did mine. But before we start packing up our offices or updating our resumes, it’s important to note that results varied widely based on whether employees were identified as engaged, not engaged, or actively disengaged at work.

The report goes on to conclude that employees who doubt their bosses care about them are far more likely to want to show them the door. But that’s not all. Gallup estimates the loss of productivity for the roughly 25 million workers 18 or older who are actively disengaged costs the U.S. economy approximately $382 billion annually.

So what’s a manager to do? The easy answer is to keep the engaged employees engaged, engage the not-engaged, and find a way to reach, or get rid of, the actively disengaged. The results of the survey underline a point I heard Jim Runde, Vice Chairman at Morgan Stanley, make during a recent presentation to a group of job seekers at the firm’s worldwide headquarters in New York last week. “Who you work with is more important than were you work.” As Runde put it, it’s the micro issues (immediate supervisor didn’t have their back, didn’t get along with the team, etc.) that cause people to check out. Working for a great company, or even paying employees big salaries, isn’t enough to keep today’s workers engaged.

As a manager, how do you combat those micro issues?

Rule #1-Move from annual to quarterly reviews. This was something my last boss (the big fan of Silly Putty I mentioned in a previous entry) did and it enabled her to identify and react to issues sooner. During our reviews, she discussed our mutually agreed upon performance objectives, accomplishments, personal development goals and strength and development areas. Most importantly, she asked us to come up with a list of things that were working and things that weren’t. At first, this was something that made me a little gun shy: share too much information and you could send yourself up the creek without a paddle; don’t share enough and you could come across as disingenuous. But she promoted an office culture that over time made me feel comfortable in sharing candid feedback. Although I never discussed this with her, I believe the feedback she received from her direct reports not only went a long way in helping her keep a finger on the pulse of what was going on with each team member, but also with what was going on with our team as a whole.

Rule #2-Look for opportunities for your employees to stretch. Top performers often seek these out on their own, but others (especially younger employees) might not know how to get the ball rolling. But before you ask employees to stretch, it’s important to find opportunities that dovetail with their skill set or, if they don’t, that they have ample time and support to do so.

Rule #3-Spend time around the water cooler. As a manager, you don’t have to and shouldn’t get involved with catty conversations and gossip, but opening up a little bit and spending time chatting with your employees will go a long way towards letting them know you care about them. It might sound like common sense, but I’ve heard of quite a few bosses who don’t come out of their office until it’s time to go home.

That reminds me of another point Runde made during his presentation: “The more time you spend with people, the more you have a chance to get to know and understand them.” He was talking about his clients, but the same holds true with coworkers. Ask them about their weekend, their hobbies…them.

Rules of engagement are constantly changing. What keeps one employee’s motor going might not work for someone else. And just because someone is engaged today doesn’t mean they won’t be actively disengaged tomorrow. The next time you’re focused on the big picture, don’t forget to take some time out to understand and address the micro issues.

Posted by Shawn Graham at 8:25 AM | 2 Comments

October 17, 2007

Careers: Creative Interactivity and Other Musts To Attract Young Talent

Because it’s a buyers market, when looking to attract young talent, compensation and location will continue to be increasingly important. But, over the near term, so too will your ability to reach them using new media, creative interactivity, and old-fashioned word of mouth.

Compensation. A business professor once told our class “It’s all about the bottom line.” And in many ways, when it comes to hiring he was right. Cost of living differences aside, top candidates typically want to be paid top dollar. If you’re new to formalized recruiting and you’re looking to hire undergraduate or graduate students, contact career offices at core recruiting schools for up to the minute salary data.

Location. Not something most companies can easily change at the drop of a dime, mid- to large-sized companies have the capacity to open up satellite offices in the U.S. and abroad. As the competition for top talent becomes even more intense and job seekers become less flexible about where they work, companies that offer geographic options will have a competitive advantage. Companies that were once able to hang their hats on shorter commute times and the opportunity to live in the suburbs are finding that might not be enough. To land top talent, sometimes you need multiple locations.

And, as I mentioned in an earlier post, don’t overlook the importance of marketing your city. Whirlpool is one such company that does a great job of highlighting what their location has to offer prospective employees.

New media. This is the wild card. A lot has been written about companies using Facebook, MySpace and YouTube to do a little digging on applicants. Now, more and more companies are starting to jump on board using those same sites as a marketing vehicle to attract talent. This is quite possibly the single biggest opportunity to change the way job seekers interface with, and identify companies of interest. But because we’re talking about it now, it’s already old news. Challenge your recruiting team to think about the face of recruiting over the next few years. How will your organization use technology to attract and land great candidates? Chances are company websites, flashy videos, and huge job boards aren’t going to be enough.

Creative interactivity. Companies recruiting on campus have traditionally followed a standard model. First, play a flashy video that includes sound bites from senior executives and junior employees. Then, dive into an hour-long presentation with time for a few student questions at the end followed by a little mingling. The benefits of these presentations are likely short lived. What students often remember is creative interactivity--having a chance to learn about the company while also seeing first-hand what the job involves. For example, Lehman Brothers sets up a sales and trading simulation and Fidelity hosts a stock picking game for MBAs. Other companies sponsor tailgates or case competitions. The benefits of these activities are enormous. They create a huge buzz on campus and they also give companies a chance to evaluate candidates more than they would if they relied on a traditional hour-long run of the mill company presentation.

Word of mouth. The low-tech approach to wooing candidates, there’s no better marketing resource on a college campus than a returning intern. Long after a company presentation or career fair is over, a former intern will continue to interact with dozens of classmates every day. But, as is often the case, that can be a double-edged sword if the intern didn’t have a great summer experience. So, don’t over hire interns. Make sure you have enough projects to keep them busy and check in with them periodically (not just during a mid-summer review) to see how things are going. And before they head back to campus, if you don’t already do so, schedule an exit interview to get a feel for what worked and what didn’t.

Increased competition for candidates requires continuous improvement around recruiting strategies and methods. The companies that continue to be thought leaders in this space will continue to attract and yield young talent.

Posted by Shawn Graham at 2:54 PM | Add Comment

October 8, 2007

Careers: Great Bosses and the Power of Silly Putty

Friday was my boss’s last day on the job. Her departure got me thinking about the positive lessons I’ve learned from all of my former supervisors (there have been negative lessons learned as well, but I’ll save those for another blog). Here are a few of the memorable takeaways I’ve come up with, and which I hope will make me a better manager, leader, and co-worker:

Never underestimate the power of Silly Putty. When my most recent boss joined us, we were in the throes of an incredibly busy part of the year and the entire team was under a tremendous amount of stress. At our weekly staff meeting, she gave us each our own Silly Putty, and almost immediately, the group became more relaxed. That taught me two things. 1) Always keep your eyes open to see if your co-workers are struggling. Some people will ask for help, others won’t. Being able to pick up on the non-verbal cues that the team is under pressure is a must. 2) Don’t take things too seriously. The work we do is important, but it’s (rarely) a matter of life or death: keep things in perspective. As a reminder of these two tenets, you may want to bring in your own supply of Silly Putty. (Endorsement disclosure: neither I nor my former boss own stock in Silly Putty – though we wish we did).

Be a players’ coach. It’s easy to talk about caring for your co-workers, but doing it is often another story. I’ve been lucky enough to work for some players’ coaches who genuinely cared about each and every member of the team and would do whatever it took to support us professionally and personally.

The devil is in the details. When I worked for a home improvement chain, our Regional Manager repeatedly taught us the importance of noticing the little things (his enthusiasm for details often putting him at risk of an aneurism). He made sure we checked for everything from burned-out light bulbs to guaranteeing that we always had the right items in stock. Everything we do is about brand…our personal brand, our office brand, our company brand. Customers and clients will notice empty handout racks, not returning phone calls within 24 hours, and cigarette butts on the sidewalk. Don’t you?

My last important lesson learned: Be cool like Fonzie (for those of you who have read my other posts, you probably know by now that I’m a huge Fonzie fan). I’ve learned, from observing great bosses, that employees (myself included), look to leaders for cues on how to react to different situations. One of the hardest things about being a boss or a leader is you’re constantly being observed. When all eyes are on you, always keep your cool. Leather jacket is optional.

What zany lessons have you've learned from a current or former boss?

Posted by Shawn Graham at 11:22 AM | 1 Comment

October 1, 2007

Careers: Unwanted Company Part Two

Before you purchased your last auto, did you check out reviews and ratings from Consumer Reports or Kelley Blue Book? Or did you pull into the first dealership you came upon and flip a coin or buy the first vehicle that caught your eye? I’m going to go out on a limb and assume that most of us do our homework before making a major purchase. So I have to ask, is deciding on a job or company any different? After last week’s post, I’m amazed that some recruiters think it’s too much to ask to expect candidates to know how your company differs from its key competitors or for them to be able to tell you why they want to work for your company. Are you kidding me? Talk about setting the bar low…yikes.

I’ll be the first one to admit that even though companies see themselves as having vastly different cultures, missions, and values, from an outsider’s perspective they often appear very similar. Most organizations position themselves as industry leaders and extol their commitment to teamwork, customer service, and the community. But even when that’s the case, candidates should still be able to show that they know that’s what your company is about and know enough about your key competitors to highlight at least a few similarities or differences. If not, why are so many companies spending millions of dollars on marketing?

Back to the car example, if you ask most people why they purchased a certain make and model, they would be able to tell you, for example, that they purchased a multi-purpose vehicle because they are remodeling and they wanted something they could use to haul building materials. Notice I didn’t mention knowing everything there is to know about the vehicle, but at the very least being able to articulate why you purchased one instead of another. If a candidate can’t tell you how your company is different from your competitors or why he or she wants to work for your company, they don’t get it and probably never will. Recruiters can’t lower their standards on this one.

Some of the confusion can come from information overload. Slick brochures, company websites, videos, commercials, tag lines, brand promises, and, as one poster put it “companies wanting to be all things to all people.” I get that. But, if you’re looking to hire rock star candidates or diamonds in the rough, it’s up to them to sift through all of the information before the interview. At the very least, they should have checked out your website before the interview.

So, unless you’re looking to hire someone for the World Series of Limbo (something I’ve thought about pitching to the television networks), don’t lower the bar. With all of the information that’s available at the click of a mouse, our expectations of candidates should be getting higher, not lower.

Posted by Shawn Graham at 4:44 PM | Add Comment

September 24, 2007

Careers: Unwanted Company?

Sometimes the toughest interview questions seem like the ones that should be the easiest to answer. “Based on your research, what makes us uniquely different from our competitors?” Time and time again, it amazes me how many people get tripped up by this question. It’s easier to swallow when the candidate is a newly-minted undergrad or grad student, but candidates looking to make a mid-career move are just as likely to make the same mistake.

With links to thousands of articles, databases, and the treasure trove that is the web, you’d think that everyone would be able to answer it. But most can’t. And that led me to wonder…if interviewees can’t answer the question, should you automatically disqualify them? I have a hard time wrapping my mind around this one but I usually think it does because it’s a direct reflection of a candidate’s interview acumen or lack thereof.

What could not being able to answer that question say about an interviewee?

They’re not that into the company. If they were, they would have taken the time to do their homework. Thanks to Google, there’s really no excuse not to know a little bit about the company before an interview. Typically, candidates don’t have to know the middle names of the past five CEOs or what the stock is trading at on the day of their interview, but they should have a firm grasp of what products or services you offer, who some of your key leaders are, and how your company differentiates itself from some of your top competitors. If they’re not into your company, you don’t want to hire them. Simple as that.

They don’t “get it.” Show me a company that doesn’t value common sense, and I’ll show you a company that will soon be shutting its doors. They don’t have to be the most experienced interviewees in the world to realize that they should do a little research before the interview—it’s common sense in every shape of the word. If they don’t understand that, I suggest you show them the door 1) because they might not be able to find it on their own and 2) so you can avoid having them waste any more of your time.

They’re overconfident. Because of their background, they might think they’re a lock for the job so they decide not to do any research. Again, thinking someone is going to hand them a job on their laurels says a lot about where their collective heads are…and I’d fathom a guess it’s somewhere in the clouds. Not good. Even if they think they’ll be handed the job, they should still take the time to figure out if the company and job are a good fit. Overconfident now could mean big headaches later. Next!

Nerves. This is one you can almost always forgive. We’ve all been there. We know the answer, but we let our nerves get the best of us and we freeze up. This one is easy to identify if you just come back to the question later in the interview. In most cases, those who have done their due diligence will be able to knock the question out of the park. Within reason, there’s nothing wrong with being a little nervous. However, if you ask “why our company” and an interviewee starts to hyperventilate, it’s probably a good idea to consider other candidates.

Companies are made up of people and those people typically take pride in their companies and in their jobs. We want to know that the candidates we’re hiring to join our teams share the same passion for the company and the position as we do. I’m not saying you should reject candidates who can’t tell you what makes your company unique, but I am saying that should raise a SERIOUS red flag.

Posted by Shawn Graham at 11:04 AM | 4 Comments

September 19, 2007

Careers: Be a Snake in the Grass

This weekend, I was scanning the radio when I landed on NPR and an interview with Josh Swiller, author of The Unheard: A Memoir of Deafness in Africa. The interviewer read an excerpt from the book; after only a few lines, I was hooked. The words he chose to paint the picture of his experiences working for the Peace Corps in Zambia were unlike anything I’d heard before. But, more than his descriptive language, there was one story from the book that got my wheels turning.

During the interview, Josh mentioned he got into quite a bit of trouble including a few fights during his time in Africa. Part of the cause was due to his deafness but often times the larger part was due to his lack of cultural awareness. He told a story of how his “in your face” approach to get things done often offended the locals. They preferred what they called “the snake in the grass”—not coming right out and saying or demanding what you want, rather slither around a bit before you go for the kill. His approach was all wrong. Has that ever happened to you on the job? Sure, the cultural differences within a company might not be as big of a chasm as the ones Josh faced in Zambia, but they can still undermine your ability to get the job done.

Josh was a “liger,” an animal made famous by the movie Napoleon Dynamite. Part lion and part tiger, a liger roars first and asks questions later. Instead of paying attention to their habitat, they often pound, or eat, the table until they get their way. But even though they get things done, they often create friction with coworkers, clients, and higher ups. If you’re going to be a liger, do so sparingly. If not, you might just growl your way out of a job.

When Josh told the story about the “snake in the grass,” it was the first time I’d heard the phrase used in a positive light. The phrase obviously has a completely different, and albeit negative, connotation in our culture. And you’ll get no arguments here. I’m not a huge fan of snakes, but especially not snakes in the grass. They’ve got to be the worst kind. As I think about how to approach situations in the workplace, the snake in the grass analogy holds water. Instead of going in for the kill, they move slowly about until they’re in a position to make their move. When was the last time you tried to persuade someone to adopt an idea? Did you go through a period of time building rapport and developing trust before you asked them to consider your proposal?

Continually improve your cultural awareness both of your work group and the company as a whole. But instead of using venom, learn what buttons to push with what people. And watch out for lawnmowers—the second leading killer of snakes in the grass.

Posted by Shawn Graham at 8:51 PM | 1 Comment

September 10, 2007

Careers: Campus Recruiting Over/Under

This weekend, I had a chance to dive into Recruit or Die: How Any Business Can Beat the Big Guys in the War for Young Talent. Over the 7+ years I've worked in career services for a major university, I've had countless conversations with recruiters small and large about what it takes to develop a successful campus recruiting program.

Unlike other books I've read on the topic, Recruit or Die takes a comprehensive look at the entire campus recruiting process, from understanding what prospective hires want from their jobs and their careers, to how to write an effective job posting. If you're new to campus recruiting, or if you're looking for ways to continuously improve your efforts, check out Recruit or Die. I know it gave me a few new ideas that I will use when I work with companies on creative recruiting strategies.

Unless you’ve been living under a rock (and who has actually ever lived or known anyone who has lived under a rock?), you know that there’s growing concern over the weakness in the economy beyond the housing and financial sectors. And Friday’s government employment report that the number of Americans with jobs fell last month for the first time in four years didn’t help allay those fears.

Historically, when the economy is hot, companies have over hired. When things start to cool off, they likewise overcompensate by brining hiring to a screeching halt. This boon or bust reactionist mentality might seem like a good idea at the time, but both create serious long-term implications when recruiting on college campuses.

Over hiring is probably the most visible and usually causes the most damage. You know the routine…when the good times are good, we get caught up in the hiring frenzy. But when things take a turn for the worst, companies are often left scrambling to reassign, layoff, or even fire staff causing a black eye for the organization and hurting its ability to hire talent down the road.

But even when the economy remains strong, over hiring can still have negative consequences. Bringing too many people on board can mean less individualized attention and training dedicated to each new hire. This “let’s throw a bunch of people against the wall and see who sticks” mentality will come back to bite you in the long run when dissatisfied former interns and employees share their dissatisfaction with others.

To avoid over hiring, develop a plan for smart growth. Project your staffing needs based on three scenarios 1) your current situation, 2) if things continue to grow at a similar pace, and 3) if the bottom falls out. Assess and reassess your hiring numbers; benchmark with some of your top competitors.

On the flip side, under hiring can be just as damaging to your organization’s reputation. I see this a lot with companies when the economy starts to cool down. Instead of maintaining a steady, albeit smaller, talent pipeline on college campuses, companies eliminate campus recruiting for full-time and intern candidates. This strategy can completely undermine any brand equity you were able to build up. As a result, it’s likely going to take you twice as much effort to convince prospective applicants that you are committed to hiring students from their campus. Instead of eliminating your campus recruiting efforts, revisit your hiring numbers and your list of core schools. Continuing with a smaller hiring class is a much better strategy then eliminating college recruiting altogether.

Also, if you’ve had to let recent hires go due to a merger or acquisition, realize doing so is going to really reflect negatively on you if you decide to return to campus just a few short weeks or months later. I’m not saying you shouldn’t continue to recruit, but I am saying it’s critical that you factor in the public relations aspect of telling students “We want to hire” when they know a few of their classmates were just let go. Look, they’ll understand that sometimes you have to let people go, but let the dust settle before you’re back hanging up your shingle on campus.

When you’re looking to develop a talent pipeline, remember that it’s a long-term play that shouldn’t be scrapped the first time the company stock takes a hit. Instead of throwing the baby out with the bathwater, look for creative ways that you can continue to attract, recruit, and retain the future leaders of your organization from colleges campuses.

Posted by Shawn Graham at 6:47 PM | Add Comment

September 4, 2007

Careers: Odd Jobs

I decided to celebrate Labor Day by looking back at some of the “oddest” jobs I’ve had over the years. I’ve been an apple salesperson, a cement hauler, a car wash “technician,” and a “runner” for a television station during a nationally televised basketball game. None of these positions made me rich, but as my friends will tell you, they’ve provided me with a lifetime of entertaining stories. But even beyond the comedic value, they also taught me a lot about business, being a good employee, and the importance of fitting in with your coworkers. So let’s take a look at some of my odd jobs and what I was able to take away from them.

My first official job was selling apples in front of my grandmother’s house. I grew up on a small apple farm in Pennsylvania and, as a budding entrepreneur at the age of 10, I asked my grandmother if I could pick and sell some apples. Not only did she agree to my first official business plan, she also let me keep 100% of the profits. Key takeaways: The apple stand drove home the importance of location, effective signage, and merchandising. The “cute factor” of being 10 and selling apples alongside the road didn’t hurt my business either.

From there, I moved on to manual labor. This job was without a doubt the most physically demanding I’ve had thus far. It was also the creepiest. When I was 15, I was hired by a tombstone company to haul wheel barrels full of cement from the cement truck to the grave site. Key takeaways: 1) Dress for the occasion--I showed up dressed to impress not knowing that I was going to be hauling cement all day in 90+ degree temperature; as much as I hate to admit it, sometimes dressing up for your first day of work isn’t such a good idea. Before you start a new job, have a pretty good idea of what you’ll be expected to wear; and 2) I also learned that it takes a lot of cement to create a foundation for a tombstone.

Up next, my shortest stint. When I was in college, I was looking for a summer job to bring in a little cash (who isn’t?) I wound up working in quality control for an aerosol can manufacturer. Wanting to make a great first impression, I meticulously scanned cans for an 8 hour shift until, by the time I was finished, the cans all looked the same. And to make matters worse, when I got up to leave I noticed the warehouse was full of more cans that needed to be inspected. That put me over the edge. I realized I couldn’t go back. I called to let them know that Day One was also my last. Key takeaway: the importance of pacing yourself. I was trying to push through stacks and stacks of cans, but finishing the task was impossible. I should have spent more time taking periodic breaks but instead, I drove myself out of a job. That would have been one of the only times taking a smoke break would have paid off. Too bad I wasn’t a smoker.

From there, I tried my hand at the car wash business. And I must admit, this was probably the best fit for me during my teen years. It didn’t hurt that one of my best friends, Bryan, worked with me at the car wash for part of two summers. Key takeaway: the importance of fitting in. Many of the people who worked there had been doing so for years. I was just passing through until I went back to college. I made a point of hanging out in the background until I got a feel for the way things operated. The crew slowly opened up to us, and before you knew it, Bryan and I were insiders. Plus, I learned how to detail a car with the best of them.

My coolest odd job was the time I worked as a runner for a major television station during a broadcast of a basketball game between the University of North Carolina and the University of Connecticut. Long story short, television stations often hire locals to do basic tasks during the broadcast. It just so happened that a guy I went to high school with was an executive producer for the station so, in addition to having a chance to catch up with him, I also got a chance to sit in the production trailer during the broadcast. And, as if that wasn’t enough, I also got to wear a headset and have my very own clipboard. My job was to be the backup to the producer in New York by keeping track of trends during the game, timeouts, etc. Key takeaway: the importance of being in the right place at the right time. Had I not connected with my buddy while he was in town, I never would have had a chance to see a behind the scenes look at how a nationally televised basketball game is produced. And I definitely wouldn’t have had a chance to wear a cool headset or carry a clipboard.

Often the early jobs we held helped form the workers we are today. Think back to some of the jobs you’ve had over the years: If the trip down memory lane isn’t enough, I think you’ll find any number of key takeaways you learned that you can, or do, apply to your current job. And, if you ever need any help with anything from selling apples to hauling cement, you know where to find me.

Post a comment about some of your favorite odd jobs.

Posted by Shawn Graham at 10:34 PM | 1 Comment

August 28, 2007

Careers: 4 Keys to Effective 360s

About a year ago, I completed my first official 360 review, an assessment that collects feedback from a broad sampling of sources in addition to my manager. I put a lot of time into making sure I picked people that 1) would give honest and open feedback and 2) knew me well enough that they could speak to the quality of my work. Because it was part of a formal program offered by human resources, I was also lucky enough to have a chance to sit down with someone to review the results and to develop a strategy for addressing opportunities for improvement. After having a chance to address the feedback from my last review, I’m getting ready to go through the process again to see how far I’ve come. But before I do, I thought I’d share four keys to an effective 360.

1. If it doesn’t gather feedback from a sampling of everyone you work with, it’s not a 360. I hear a lot of people talk about using a 360, but it’s probably more like an 80 because it only gathers feedback from one of the many groups the person works with. If an 80 suits your needs, that’s fine, but you might not want to refer to it as a 360. To be effective, the review should gather feedback from your boss, peers, direct reports, and any clients you work with on a regular basis.

2. 360s should be used for professional development, not performance reviews. Depending on the set up, results may only be seen by human resources or they could also be seen by your manager. This one is open for debate, but the best way to ensure your employees are going to provide you with a random sample of names to complete the 360 is to make sure it isn’t tied to them being fired or missing out on a performance-based raise.

3. Different strokes for different folks. There are a ton of 360 tools out there. Be sure to evaluate which one you choose based on the needs of your employees. One that focuses on leading and managing won’t add a lot of value when the people you are reviewing don’t really lead or manage. Nothing says meaningless like a report that’s made up of “not applicable” responses.

As part of the management development program assessment, we used an assessment called a Leadership Mirror which was created by Development Dimensions International.

4. Schedule time to review the results. Without it, your employees won’t be able to talk through the results both good and bad. They won’t be able to identify where any negative perceptions might be coming from and what they can do to address them and that can make working in a tight-knit team a “little” awkward to say the least. Reviewing the results with a trained professional allows your employees to look at the good and the bad and to decipher what was legitimate and what wasn’t.

Without a doubt, completing a 360 was one of the single most important things I’ve done in my career. I learned about the importance of knowing your blind spots and how you are perceived by your coworkers. And, as part of the review process, I was able to use the feedback as an opportunity to open a dialog with my coworkers about how to work more effectively as a part of our team.

If you don’t already do so, I encourage you to provide an opportunity for every employee to complete a 360 as a part of their individualized professional development plan. The exercise can be the single best resource for their personal and professional growth.

Posted by Shawn Graham at 9:08 AM | Add Comment

August 20, 2007

Careers: Overhaul Your Job Postings

Last week a reader, Steve, responded to an issue I raised by drawing a parallel to the need for a better fax machine. Thanks, Steve. For a while I thought I was the only one who wondered why there hasn’t been one improvement to fax machines in 20 years. They still make that weird sound when the fax is being transmitted and it can still take forever for a fax to go through even though emails and phone calls are almost instantaneous. I don’t mean to call out folks working in product development, but come on people--it’s time to step up to the plate.

This week I want to talk about more than my love of fax machine enhancements. If there’s one thing I think we all enjoy, it’s the logistics of recruiting a new employee; posting job descriptions, screening resumes, interviewing, following up with candidates who weren’t selected. My department is looking to fill a newly created position and, as part of that process, we spent a considerable amount of time crafting and tweaking the job description. Because it’s one of the first touches we have with potential candidates, it’s important to think about how we’re going to market the job and our office. Based on what I’ve heard from job seekers and recruiters over the years, I’ve narrowed down what can make or break a job posting to the following:

The locationally challenged. I don’t care where you’re located, with the right marketing touch you can overcome any obstacle. For example, I grew up near Sharon, Pennsylvania—home of the world’s largest shoe store and the world’s largest candy store (am I the only one who ever wonders who verifies this stuff?) Whether your company is headquartered at the North Pole, Death Valley, or points in between, when you create your job description it’s important to focus on positive aspects of your location. For example, if you’re in an area where it snows year round, highlight how much new employees will save on air conditioning bills.

Too many/few requirements. Be specific. If you are looking for an MBA, say so. Many candidates pass over openings that don’t specify minimum educational requirements and also, on the flip side, those that list too many requirements. Take an honest look at the skills and experience candidates must possess to be successful in the position. Include nothing more or nothing less. If you’re job description is five pages long, you’re doing something wrong.

The “arbitrary years of experience” stipulation. This one always kills me. Minimum 11 years of experience required. So you’re saying someone with 10 years and 10 months of experience can’t do the job but in a mere 3 months they’ll be an expert? I know we have to set cut offs or else everyone under the sun will apply, but wouldn’t it be a better idea to focus on relevant experience and accomplishments instead of an arbitrary number?

Infinite deadlines. Candidates need a sense of urgency. Posting a position with an application deadline six months from now we’ll cost you strong candidates for two reasons; 1) because most people put off for five months what they can do today and in that time there’s a pretty good chance the opening will fall through the cracks, and 2) if they’re looking for something more immediate, the rolling application deadline will likely scare them away. Try two to four weeks.

Advertising. Depending on the scope of your search, posting openings through local media outlets might work but that should just be one part of an overall campaign. I’m becoming more and more of a fan of the job posting section of LinkedIn. A recruiter looking for referrals forwarded an opening to me last week and I was able to circulate it to colleagues in other departments quickly and easily.

Monster and CareerBuilder are okay, but most candidates I speak to feel as though applying to openings on job boards and company websites is like throwing your application into a black hole. Remember—this wouldn’t be the case if more companies would follow up with candidates to 1) acknowledge receipt of their application and 2) to let them know whether or not they were selected for an interview. Sorry, I’ll get off my soap box about the importance of following up with candidates.

Also, don’t forget about professional associations and alumni career offices at colleges and universities in your area. They generally offer low cost alternatives for advertising your openings. Plus, depending on what you’re looking for, you’re less likely to get bombarded by hundreds of applications from candidates without the right background that you would if you were posting on huge job boards.

The next time you have an opening in your organization, don’t just dust off the job description you used four years ago and throw it on a few websites. Take a subjective look at what you say from the eyes of a potential candidate and ask yourself, “if I were looking for a job right now, would this job description pique my interest?”

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