Hand Off or Hands Off My Resume!

An inside look at the advantages and risks of allowing recruitment agencies to alter your resume content.

You've spent countless hours (and maybe even thousands of dollars) to develop an authentic and compelling resume. You feel proud and confident sending the document to your connection at an executive search firm.

It works! The recruiter calls to inform you that the company wants to schedule an interview. You are thrilled and dive deep into company research and interview preparation.

At the interview, things seem to be going well when suddenly the interviewer asks you about a skill that you've listed in your resume... except you know you DIDN'T list that skill because you don't HAVE that skill. The interviewer insists that the qualification is in your document and shows you their copy. You realize that the agency altered your resume before sending it on to the company.

“Unscrupulous agencies will add things to a resume that make you a better match, but may not reflect reality, like adding skills you don’t actually possess. ”

— Ed Han, Senior Recruiter

Unfortunately, situations like this can land job seekers in a mess of trouble. If the organization believes YOU were the deceptive one, you could be rejected, could lose your job (if you've already been hired), or could be blacklisted from future consideration. The Recruiter could claim they ran all changes by you. How do you prove they didn't?

Before we step into recommendations, let's gain some understanding about when, why, and how resume altering happens.

The Agency Perspective

It's common for recruiting agencies to operate under a Contingency Pricing Model. This means the firm gets paid a percentage of salary or a fixed fee once their candidate is selected and hired. If the employer finds a candidate on their own, the agency could be out hundreds of hours of unpaid work. Understandably, agencies want to ensure they get credit for any candidates they've sourced.

This payment issue has led to a practice of "blinding" resumes. Agencies will remove the candidate's contact information and replace it with their own to ensure the employer can't contact the individual directly.

External recruiters have also realized that they can elevate the chances of a candidate's selection by "improving" their resume. This sometimes looks like adding in a few missing keywords or clarifying a title. In more extreme cases, it's a complete revision of the file.

“My team and I never change a resume without permission. There have been MANY times when the candidate is amazing, but the resume is terrible. In those instances, we talk to the candidate and make suggestions and edits to improve their chances of getting an interview. It is too risky and IMHO inappropriate to change a resume without consent. ”

— - Jack Kelly, Managing Director of a Search Firm

Ethical Recruiters ask for permission before making these changes. More nefarious Recruiters don't tell candidates, and some even embellish skills and experience to ensure their candidate is interviewed.

The Inside Recruiter Perspective

Internal recruiters (those who are directly employed by the company) typically don't alter resumes because they get paid no matter who gets hired. They want to present applicants to a hiring manager exactly as they represented themselves. They also recognize that certain insights can be gleaned from an unaltered resume, including characteristics like humility, attention to detail, written communication skills, and more.

“My goal has always been to set individuals up for employment success. If strong written communication skills, for example, will be critical to their role performance, it benefits everyone involved to evaluate for this early on (in the submitted resume and/or cover letter).”

— Angela Watts, Former F500 Internal Recruiter

The Career Coach Perspective

Career coaches and resume writers take great care in determining and articulating your professional value points and career dynamics. They will almost always advise against allowing a recruiter to alter your resume, beyond adding their firm's contact information.

“Those who spend the time to cultivate a strong branding statement, customized target title, break down EQ with self-awareness, highlight values to attract organizations with similar priorities, then craft success stories and rank accomplishments with care may find themselves at a loss if a search firm cuts the summary and key accomplishment sections to place the experience section first. This common tactic robs candidates of what makes them most compelling.”

— Erica Reckamp, Executive Resume Writer & Job Search Consultant

If asked, should you give permission to alter your resume?

As with most aspects of job search, it depends. Each job seeker's situation will vary and some firms are more trustworthy than others. Below are some general benefits and risks to consider.

Pros

“(Resume altering) allows for more placements... because (clients are then) ready to market.”

— Teegan Bartos, Professional Resume Writer & Career Coach

Expedited placement not only helps agencies, it also helps job seekers to land faster and shorten costly unemployment stints.

“Search firms may have an inside scoop into hiring priorities and (employer) pet peeves... If a search firm knows of practices that could impact your candidacy, they can quickly take measures to make your resume more likely to attract positive attention.”

— Erica Reckamp, Executive Resume Writer & Job Search Consultant

When an agency has repeated engagements with a company, they gain helpful insights like hiring manager preferences and organizational culture. They may also have a real-time, industry-wide perspective that can be leveraged to provide competitive advantage over other candidates.

Cons

“The resume may be considered a legal document if submitted with an application.”

— Gina Riley, Career Coach & Search Consultant

“Lying on a resume is generally not illegal in the US, but it can have significant consequences. If a third-party alters your credentials and you are hired on false pretenses, you could be dismissed by the company.”

— Sarah Johnston, Executive Job Search Strategist

“(I know of an employee being) fired because the background check didn’t line up with the resume on-file due to (a recruiter’s changes).”

— Teegan Bartos, Resume Writer & Career Coach

A rejection or termination based upon perceived deception could follow you throughout your career and may destroy your professional reputation.

Key Takeaways

It's a good idea to clarify your expectations when submitting a resume to a recruiting agency. Whether you are comfortable with alterations or not, be sure to state this in your email.

“When I was in job search, recruiters would ask me to change my resumes to highlight different things. They’d then show the resume and confirm it with me... What I wouldn’t ever allow is an offshore recruiter to change it for me without my permission.”

— Kenneth Lang, Job Search Strategist

Consider taking the Recruiter's suggestions and making the changes yourself. This ensures accuracy and control over the final document.

“Personally, I don’t have the time to rewrite applicant resumes. I have offered recommendations (for improvement)... If a candidate cares, they will put forth the time and effort to make these changes... (Doing so) shows drive and commitment. ”

— Kelli Hrivnak, Staffing Firm President

If you allow the firm to make changes, ask for the opportunity to review them PRIOR to the recruiter submitting the document.

By reviewing changes ahead of submission, you can fix any errors (before the hiring manager sees the resume) and will have a copy for your records. Documentation can be critical if you wind up needing to prove you weren't the deceptive party.

The only firms who should take issue with these kinds of requests are those that wish to maintain unethical practices. A quality firm will understand your reasons for retaining resume control and appreciate your risk mitigation steps.

Candidate Assessments: The Good, The Bad, The 1%-ers?

"We only hire the top 1% of talent..." the posting states. The first step in their selection process: complete an online assessment and receive a ridiculously high score. These types of 1% companies claim their approach leads to an organization of "rockstars" that drive exceptional business results. Could this actually be a means of discrimination that cultivates a non-diverse, group think culture?

Before we explore that question, let's discuss the various types of assessments commonly used in hiring:

Assessment Types

• Cognitive Assessments (tests that measure sustained attention, reading comprehension, problem-solving, numerical reasoning, verbal reasoning, spatial ability, logical reasoning, learning agility, perceptual speed and/or accuracy) - These are the most commonly used pre-employment assessment because research has correlated "general cognitive ability" with success across job types, levels and industries.

• Emotional Intelligence Assessments (unlike free self-report EQ tests you can find online, EI ability tests used in hiring are typically skill-based and measure self-awareness, self-management, social awareness and relationship management).

• Personality Assessments (tests that measure character traits across settings, such as Myers-Briggs Type Indicator, Caliper Profile, 16 Personality Factor Questionnaire, SHL Occupational Personality Questionnaire, etc.)

• Integrity Assessments (many personality assessments measure integrity but there are also overt integrity assessments that explore absenteeism, theft, impulsivity, honesty and past deviant behavior.)

• Skills Tests (measurements of specific job related skills, including typing, language fluency, clerical skills, technology skills and more).

• Physical Ability Tests (tests that evaluate physical strength and capability to perform essential physical job tasks, these include tests of stamina, dynamic strength, static strength, trunk strength, explosive strength, extent flexibility and more).

• Project-Based Evaluations (on-the-job type assessments that include work samples, presentations, group exercises, role playing, case studies, inbox exercises and more.)

There are also pre-employment screens such as drug tests, background checks, education verification and reference checks that we will leave beyond the scope of this discussion.

Assessment Prevalence

According to Harvard Business Review, about 76% of organizations with 100 or more employees use assessments in their hiring process.

Talent Board's Candidate Experience Research report shared that 82% of companies are using automated assessments.

CompTIA reported that 80% of the corporate officials they polled said they expect Artificial Intelligence (AI) to have a significant impact on HR and hiring this year.

With technology and testing controlling access to many opportunities, it's critical to understand whether these selection methods are fair, valid and necessary.

Assessment Validity

How does an assessment get validated?

You may be surprised to learn that companies don't have to conduct a formal validation study to prove that their tool is predictive of job success. According to Hire Success, "employers are not required, even when defending standardized or objective tests, to introduce formal validation studies showing that particular criteria predict actual on-the-job-performance." As Criteria Corp explains, a test has construct validity if it measures what it is supposed to, content validity if the subject matter relates to the capabilities and skills needed in a job and criterion validity if test scores correlate with desired business metrics. Cognitive aptitude tests, for example, have been determined to be valid across a wide range of job types. This leaves a lot of grey area for employers to play around in and can enable discrimination.

One example of this, I took an assessment for a Career Coach job that was supposed to measure cognitive ability. While the test contained many questions that would clearly correlate with job performance in this field, a significant amount of the questions involved doing math by-hand. As a person who has worked as a Career Coach for nearly 7 years now, I can assure you that it has never been necessary to do long division or complex multiplication by-hand in this job. It isn't even advisable to do so, as it would risk providing an incorrect calculation. This company is able to continue using a tool that doesn't align well with job performance under the umbrella of "cognitive ability".

Another interesting consideration of test validity is that candidates who practice an assessment can significantly increase their score. After taking a practice assessment, I was able to increase my cognitive ability score by about 12%. This could make the difference between a candidate being screened in or out. Sites like JobTestPrep offer practice versions of company-specific assessments (Korn Ferry's Leadership Assessment, Kenexa's Prove It Accounting Tests, Cubiks Logiks Numerical Test, etc.) for a fee ($79-$99 in most cases).

My question is, if you can pay to practice and increase your score on these assessments, are they really measuring skill and potential job performance, or are they measuring your job search budget, ability to access the Internet and awareness of these options?

Cognitive ability tests aren't the only ones to question. EI researchers Matthews, Roberts & Zeidner concluded that EI may not be able to be measured at all and that neither performance-based or self-report measures of EI meet the criteria for "construct validity".

Forbes shared that "many [personality] assessments on the market can't be shown to have either sufficient reliability or validity".

If a large percentage of assessments used in hiring today do not meet the threshold for validity, are they at least fair?

Assessment Fairness

As we raise awareness and passion for diversity, equity and inclusion in the workplace, how well are companies extending this effort to their hiring process? Consider the following:

• A 2020 study published by the NIH, found that 25% to 40% of all U.S. students suffer from test anxiety. A second study found that test anxiety negatively impacts scores as can overall stress levels (which could be caused by community violence, poverty, family instability, etc.).

• Integrity assessments that ask about past criminal behavior are intrusive, can potentially be violating federal anti-discrimination laws (since incarceration rates are higher among protected groups) and certainly are overtly discriminating against ex-convicts (who may be living and behaving very differently today).

• Physical ability tests are inherently discriminatory against candidates with physical disabilities. Could there be a reasonable accommodation that makes physical tasks feasible for a physically disabled person? If so, should physical ability tests even be used?

• Many cognitive ability assessments have been found to have an adverse impact on protected groups. Non-minority groups often score one standard deviation above minority groups and male candidates often score higher than female candidates in certain sections (like mathematical skills).

Obviously, there can be valid concerns about fairness when assessments are used.

Assessment Necessity

The reason so many companies choose to incorporate assessments into their hiring process is that data shows a stronger correlation for predicting performance with assessments in the mix (see graphics).

Interviews are evaluations conducted by humans, who often have implicit and/or overt biases that are influencing their selection decisions. Tools like assessments and AI can provide the opportunity to reduce bias, so long as they are developed appropriately.

I asked a few hiring experts to weigh-in on the necessity of assessments.

Shelley Piedmont, an experienced Career Coach and former HR executive, shares:

"Assessments provide another data point the hiring team can use to determine whether the candidate is a fit for a job... they may also help job seekers making a career pivot, or who have less experience but otherwise have the skills, abilities, or personality that indicate better success in the role."

Kelli Hrivnak, the President and Principal Recruiter for Knak Digital, also points out:

"Neurodiverse candidates may find social, face-to-face interviews stressful. An assessment or test eliminates the social interaction and allows them to focus on their output."

Dan Roth, a Technical Recruiter for a FAANG company and a global Recruitment Consultant, says:

"I think assessments play a role in reducing the number of interviews and to an extent they are necessary, especially when there are high volume, high competition roles... The biggest issue I see is that a lot of assessments are standardized and not specific to divisions... [which] negates a lot of the value."

Additional Thoughts

• Live Assessments - Erica Reckamp, an Executive Resume Writer and Job Search Consultant, addresses the benefits of choosing a LIVE assessment, when given the option, in this post. She mentions the ability to showcase your problem-solving process, collaborative nature and to earn "partial credit" for activities where you almost arrived at the right answer. While this option may scare a lot of folks, there are potential advantages to consider.

• Assessment Compensation - Job search can feel like a full-time job and completing assessments takes time. Employers may require work samples or presentations that demand hours of your time. This has elicited questions around whether candidates should be compensated for these activities. I've heard of companies reimbursing candidates for time spent traveling to an interview and/or preparing a requested project. Unfortunately, I've also had clients share with me that they prepared a 30/60/90 day presentation that was later implemented by the company without any recognition or compensation. For this reason, I advise job seekers to conserve their time and efforts for only their best-aligned opportunities.

• Accessibility Allies - My hope is that we will leverage the benefits of assessments in a manner that removes bias and improves equality. One awesome example of this is Amazon's "Applicant-Candidate Accommodation Team (ACAT)". The company has established a group dedicated to helping applicants with reasonable accommodations and a hotline (1-888-470-1688) that is staffed weekdays 6am to 4pm PT. These folks will speak with you to understand your needs and deliver disability and accommodation services throughout the hiring process. Let's hope this idea spreads like wildfire across corporate America!

Takeaways

Assessments can be valid, necessary and fair. However, many are not. Determining or proving assessment discrimination isn't an easy task for a candidate and suggestions of discrimination are likely to burn a bridge.

Remember those elitist (1%'ers) I mentioned in the beginning? I researched how the "rockstars" at a couple of these companies felt about the culture. The average employee review score was 3.2/5 across sites and consistent complaints included "bad culture", "workaholism encouraged", "limited growth opportunities" and "lack of trust". I would also guess that these organizations lack diversity of thought (among other forms of diversity), since their workforce is likely comprised of those with the most natural privilege who have been educated at similar institutions.

So, while there are potential benefits to using assessments in hiring, having one exclusively hold the access keys to your organization may be ill-advised.

Should you disclose your disability?

As a job seeker, it's (unfortunately) fairly normal to experience excessive rejection, process ambiguity and to encounter conflicting advice. While these common frustrations are difficult to contend with, job search for folks with a disability can be downright dreadful. Not only does this involve managing the typical obstacles, you may also have to decide whether or not to disclose your disability to a potential employer.

I was surprised by the varied employment experiences and advice shared during a SHRM event that I attended a few years back. While I was familiar with employer obligations under the ADA, I hadn't considered the options available to candidates and wasn't aware of the different perspectives on the topic.

For example:

Disability advocates encourage those with differences to own and appreciate their uniqueness. They point out that working for a company that would discriminate isn't what most uniquely-abled job seekers would want, so it's best to disclose your disability.

Employers express concerns about hiring or retaining an individual with a disability that impacts their work performance, because this can negatively influence productivity and morale. They also share employee concerns about working with individuals with certain mental health diagnoses.

The EEOC (Equal Employment Opportunity Commission) says they struggle to enforce ADA protections because a complaint must be made for them to initiate an investigation.

Candidates struggle to KNOW if they were discriminated against or if another candidate was more qualified.

Dan Roth, a well-known Technology Recruiter and Neurodiversity champion wrote an article earlier this year in which he shared results of an online survey that asked about sharing one's disability status. 43% of his respondents said they "do not feel comfortable disclosing their disability when interviewing".

This disclosure decision impacts more than 18 million U.S. workers, with wide ranging disabilities, including paraplegia, hearing deficits, cognitive disabilities, Autism, ADHD, Depression, Anxiety Disorders and Schizophrenia.

For clarification, let's address a few legal terms and aspects of disability and employment regulations. Please note that I am NOT an employment attorney or legal expert on this topic. Any questions or needs for clarification should be directed to a more appropriate source.

The Americans with Disabilities Act (ADA) is a civil rights law that took effect in 1990 and applies to companies with 15 or more employees. The ADA prohibits discrimination against individuals with disabilities across public access, public services, employment, education and transportation.

According to Health & Human Services, a qualified individual under the ADA is "a person who has a physical or mental impairment that substantially limits major life activities; has a record of such an impairment; or is regarded as having such an impairment." Nonchronic conditions of short duration (sprains, infections, etc.) are generally not covered under the ADA.

Employers are required to make reasonable accommodations for qualified applicants and employees who are experiencing workplace issues because of a disability, so long as the accommodation won't create an undue hardship for the employer or pose a direct threat to the safety of the employee or others in the workplace.

In my search to find answers about disability disclosure best practices, I reached out to several job search and employment law experts to glean their advice on this matter.

Several of these experts gave strong reasons to withhold disclosure, including:

1. The EEOC cannot investigate a potential act of discrimination unless you are willing to report the employer. You could volunteer information about your disability and never know if it was used in their hiring decision. If you assume it was and report the employer, you might be wrong and wind up burning a bridge.

2. There are government-established self-reporting processes to keep an eye on illegal discrimination. This means that you can provide disability information on the application without risking discrimination.

3. Employers take great effort to keep disability information separate from data shared with hiring teams, in order to avoid bias and/or the appearance of bias. If they are going to these lengths to avoid access to this information, disclosure may be counterproductive.

Corporate Recruiter Ed Han shared that many US employers are required to collect disability information (through their application process) for government reporting purposes.

"Employers are prohibited from using this information in making hiring decisions, and the penalties for violation are significant, and the reputational harm done dramatic."

"Any competently-designed ATS makes it impossible for recruiter or hiring manager to view this information beyond knowing whether it was submitted by the applicant."

Ed goes on to say that information volunteered outside of the application fields (those used for DOL reporting) could potentially be exploited by the employer for illegal discrimination purposes.

I also asked an experienced Employment Law Attorney (Laura Tanner) how her current company handles disability status in the hiring process. She responded:

"As a general rule, we do not ask candidates questions around ADA status during the interview process. If it comes to our attention organically, we try our best to accommodate."

My takeaway from their insights: employers typically don't want to know about your disability up-front.

Just because employers don't WANT to know, doesn't necessarily mean you shouldn't disclose. Disability disclosure CAN be a great way to weed out unsupportive environments and employers.

As Dan Roth put it in his newsletter:

" [I knew that sharing my disability] would exclude me from certain companies and I was ok with that. If they did not want me, then I did not want them."

Ed Han seconds this notion:

"And to be clear: an employer who would use this information, even if freely volunteered by the applicant, in order to make a hiring decision is probably not an employer that a job seeker should consider anyway."

Disabilities, individuals and accommodation needs vary... so should disclosure advice.

Attorney and Career Expert Wendi Weiner feels disclosure advice depends on the type of disability and the person's accommodation needs. She advises clients on a case-by-case basis, once she full understands their unique situation. She also suggests:

"I would look to the company's 'careers' listings on their website and if they provide contact details for those needing accommodations."

Another way to reduce job search stress is to target companies KNOWN for disability accommodations. Verywell Health published a list of companies who have cultivated exceptional work environments for employees with disabilities.

Flipping disability disclosure on it's head: Inclusively matches candidates with companies prepared to meet their accommodation needs.

In addition to targeting disability-friendly companies, you can build a profile with Inclusively that will match you with available roles inside organizations that are committed to providing accommodations and an accessible hiring experience. You can start building your profile here.

While many employers may not want you to disclose your disability, there can be both risks and benefits in doing so.

If you want to bypass the disclosure decision entirely, there are resources available to connect you with disability-confident companies who are ready to meet your accommodation needs and put your professional skills to work.

Executive Loyalty: Advantage or Detriment?

There are many disconnects that can occur between candidate beliefs and employer desires. One such candidate assumption is that employers appreciate a long company tenure or will seek first to fill the C-Suite internally. While longevity demonstrates loyalty, it also conveys that an employee may be comfortable with the status quo, have a narrow industry perspective or may be risk-averse.

A study released by Temple University shows that optimal CEO tenure is 4.8 years. This study (and others) suggest that as leaders become entrenched within a company, they tend to reduce their external search for market intelligence, start to limit risk, reduce the emphasis on innovation and stagnate in meeting changing customer needs. Because of this trend, most companies now prefer external executive candidates with multiple, shorter company experiences (over those with longer and internal tenures).

Let’s consider this example.

Available Role: COO for a growing, mid-sized technology company.

Candidates:

1.      Chris – spent the last 15 years building a startup company from scratch, currently the CEO

2.      Ysabel – spent 3 years at a publicly-traded Fortune 100 company as Senior Vice President of Sales & Marketing, 4 years at a privately-held mid-sized company as Director of Operations, 4 years as a Business Strategy Consultant and 4 years at a startup company as COO

3.      Anthony – has spent the last 10 years at the company in a senior Operations role and 5 years prior to that as the Director of Sales at a Fortune 500 company

Which candidate do you think the potential employer would prefer, based only on their last 15 years of experience? (Obviously, there would be many other factors that would come into play in a real-life selection decision.) Based on tenure alone, however, I would anticipate that the employer would select Ysabel because she has varied experience across company sizes, functions and entity types. She has probably navigated the most change, had to build and maintain more industry connections and brings with her a multitude of ideas, influences, lessons learned and perspectives from engagement at 3 different companies and numerous client organizations.

So, what to do if you are Chris or Anthony and are pining after this COO role?

1.      You can highlight how you have adapted to and driven change within your roles and companies (mergers, acquisitions, divestitures, integration, technology changes, business transformations). This will show that you have embraced progress, are competent in change management, can influence transformation and thrive in new environments and cultures.

2.      Demonstrate how you have remained relevant beyond any one (or two) employers. Include content about how you stay current on trends and changes in your industry (and field), how well connected you are and what thought leadership you provide.

3.      Consider breaking up long tenures on your resume. For example, if you started at Pharmacia which became Upjohn after acquisition and later part of Pfizer, break your experience up by each of these companies and their acquisition dates.

 Such As...

Resume 1:                                                                        

Resume 2:

This simple change showcases a multiple company tenure that will be more appealing. Sure, there will be organizations that value loyalty over varied experience, but the majority probably won't. If you are targeting a more traditional company with conservative values, the “before resume” may work best. However, if you are seeking a senior role with a progressive and growing company, they will likely follow this trend and select a multi-faceted final candidate.

Companies want a leader who can quickly glean current state strengths, weaknesses and opportunities. Someone who can draw industry-wide conclusions and generate viable solutions from their robust toolbox (that they have developed through numerous collaborations, through innovation failures and successes and through extensively refined best practices.)

Do you present this type of leader in your resume, during interviews and through your professional accomplishments? If not, MyPro Resumes may be able to help. Find out more at www.myproresumes.com.

How does your company view executive tenure? Does this perspective ring true in your field and industry? Executive Recruiters: do you prefer Resume 1 or Resume 2?

Please share your insights in the comments.

Is Using #OpentoWork Negatively Impacting Your Job Search?

I asked four hiring experts to weigh in on this topic.

Each of them is actively involved with helping job seekers and engaging in the hiring process on a daily basis.

• Sarah Johnston is a former Recruiter, an Executive Job Search Strategist, the Founder of The Briefcase Coach and a Co-Founder of Job Search Journey (an online marketplace for career search resources).

• Dan Roth is a Technical Recruiter for the world's most valuable brand, a Recruiting Consultant and the creator of an innovative 3,300+ member LinkedIn group that connects job seekers and hiring authorities on a weekly basis.

• Eddianna Rosen is a Technical Recruiter for a Big Five technology company, a DEI champion and a former HR Manager and Recruiter across industries, including Financial Services, Communications and Marketing.

• Liz Capants is an Executive Headhunter and the Founder and President of EBC Associates, a global executive search and recruitment firm that has been sourcing and placing top talent for more than 15 years.

I found their insights to be on-target with the feedback I'm currently receiving from clients, colleagues and hiring authorities. I trust that you will find their expert perspectives helpful in this discussion.

Should job seekers be using the Open to Work features on LinkedIn?

LinkedIn states that more than 10 million users have employed the Open to Work (OTW) tools rolled out in 2020. If this many people are announcing their availability, it must be a good idea to do so, right? Not necessarily.

All four of the experts agreed that the decision to use these tools should be made on a case-by-case basis and that there are many factors to consider.

"In my experience, companies do not look more or less favorably upon job seekers with [the OTW frame]. When I was in job search mode, I personally chose to use it...the people that reached out... were often [pitching] low paying and random [jobs]… On the positive, I did feel my colleagues and the general public [were] more open to helping [because of it]." - Dan Roth

Just as Dan demonstrates, it's a good idea to weigh the benefits and risks of using these tools initially, and also to reevaluate throughout your search. Here are a few points to consider.

Pros:

• When using the photo frame, it quickly becomes apparent to everyone in your network that you are seeking work, which may prompt your connections to help and share opportunities.

• According to LinkedIn, those who used the OTW frame received about 40% more InMails from recruiters. - LinkedIn Blog

• LinkedIn data also suggests that turning on the OTW search feature increases the likelihood of getting a Recruiter message by 2x. - LinkedIn Blog

"I think it is a good idea to use the hashtag and photo frame... to help brand and market yourself. With the gig economy and the way the world of work is trending, it's imperative for all of us to share our story and expertise through our brand. We should be branding and marketing ourselves all the time!"

- Liz Capants

Cons:

• Our experts (and many other hiring authorities) tend to assume someone using the photo frame is either currently unemployed or self-employed. There can be latent disadvantages to having this be the FIRST thing a potential employer learns about you.

• Using the OTW photo banner could make you seem too available or too desperate. - Monster

• There are no guarantees that other parties (whom you don't want to know about your job search) won't see your OTW status, even when limiting this information to "recruiters only". - Forbes

• Your receipt of spam messages may increase:

"... Whether used or not, recruiter[s] will still find your profile and contact you, given your profile is optimize[d] to... pop up in searches.

I use keywords, related titles, current company... and who is following the company page [in searches]."

- Eddianna Rosen

Since the OTW photo frame may lead employers to assume that you are unemployed, it's important to evaluate your level of risk for unemployment bias.

Does unemployment bias still exist?

Unfortunately, there is a strong body of research and data that demonstrate unemployment bias is still at-play. This includes:

• The 2011 EEOC Commission's Public Meeting on the topic.

• Several UCLA studies that confirmed: 1) unemployment stigma exists and 2) hiring bias against the unemployed exists.

• The 2017 Bureau of Labor Surveys that showed that unemployed job seekers searched 7x harder than the employed and only generated 2x the number of offers, demonstrating that searching while unemployed is less effective.

• Data produced by Indeed in 2021 (late into the pandemic) showed that 77% of job seekers and 83% of employers feel it was easier to get a job when you have a job, 70% of people in hiring roles believe unemployment can mean a candidate will be less productive and 64% of job seekers think unemployment can suggest their skills are out of date.

• My own LinkedIn poll received 1,800+ responses and 66% of participants said they had experienced unemployment bias in the past year. 54% said they had experienced it multiple times in the past year.

The group of experts also agreed that unemployment bias still exists, although had varied opinions about how frequently this may be an issue in a job search.

"People are generally understanding these days when they see a short employment gap... over 20 million people lost their jobs as a result of the pandemic. I think where you see a real bias is in long-term unemployment. People expect a job search to take 3 to 6 months, but when it takes a year or more, there is often a stigma. Which is unfortunate and unfair."

- Sarah Johnston

Why does unemployment bias exist?

At the heart of unemployment bias are assumptions that have been made by hiring managers, Recruiters and even the general public for decades. These include:

• There could be skill decay from being out of work for a period of time. - European Economic Review

• "Rational herding" (if others have interviewed the person and not hired them, there must be an issue.) - Science Direct

• Negative characteristics or an attitude led to the person's termination. - Annual Review of Psychology

• The unemployed candidate is less productive and will require more training or support. - Indeed

• There is less offer competition and a bigger pool of passive candidates (the 70% of working professionals who are not currently seeking a new role) than active candidates (the 30% who are currently applying for positions). - Finance Online

• Passive candidates are more likely to make an impact than active candidates. - LinkedIn

How do we stop unemployment bias?

Hugo Britt, a Content Writer and Co-Founder of discontent wrote a compelling blog post for Accurate that provided the following notions to end unemployment bias: raise awareness, be empathetic towards unemployed candidates, listen to candidates and re-evaluate job descriptions and job requirements. My recommendations are similar:

1. Challenge Status Quo & Educate

• Many high profile Recruiters and LinkedIn influencers have been using their platforms to normalize unemployment, which is a great start to shifting public perceptions.

• As Hugo suggests, organizations should include unemployment bias within their unconscious bias training programs. He further states that "Recruiters and hiring managers, in particular, must be encouraged to challenge the stigma surrounding unemployment and be instructed not to filter out candidates based on their employment status."

Hiring teams can respectfully challenge biased thinking with data and facts, such as:

"Active candidates are often more mentally ready to tackle a new challenge. They've had time to process a transition and are looking for change." - Sarah Johnston

"[Active candidates] are more engaged in the process." - Liz Capants

"[Active candidates] are more likely to be open minded about coaching during the process." - Eddianna Rosen

2. Empathy

By recognizing the psychological impacts of unemployment, we can offer greater empathy and understanding for those who have been out of the workforce. Hugo speaks to the additional stress that unemployed candidates are facing, including financial insecurity, uncertainty about their future and reduced confidence. When considering this pressure and stress, a sign of insecurity or desperation does not need to be a red flag.

"Job seekers often feel that when an employer turns them down or shows bias that is a reflection on them. The truth is, if you run into this situation, do not get down on yourself. You would not want to work for a company that shows a lack of empathy and understanding when it comes to what people go through in life. A good company will look for reasons TO hire you instead of reasons NOT to."

- Dan Roth

How can I avoid unemployment bias in my job search?

Whether considering unemployment bias or not, you should always lead with the value that you can provide an employer (rather than your employment status or any other unrelated details). Here are a few additional strategies that can help:

• Providing a reason for losing your job (that is not your fault) can lessen unemployment bias. - UCLA

• Explanations for gaps can help avoid negative assumptions. - Forbes

• Demonstrating a growth mindset by sharing what you've learned from the experience.

• Sharing how you've maintained or grown your skills during the period of unemployment (through professional development courses, webinars or certification programs). - Forbes

• Showcasing ways that you grew your network throughout this time (e.g., joined industry or field associations, reconnected with former colleagues, started a membership in networking groups). - Dr John Sullivan

• Leveraging time off to give back to your community (e.g., volunteering, joining community organizations or offering pro bono consultations). Who knows who you might meet (and what opportunities could arise) while doing so and many companies seek candidates who volunteer.

• Developing compelling job search tools (e.g., resume, LinkedIn profile, cover letters) that differentiate you from other candidates and increase your chances of pulling up in Recruiter searches.

"There are many skills acquired through volunteering, as well as parenting, that are highly transferrable. Examples include: time management, organizational skills, problem solving, research and communication."

- Liz Capants

"Job seekers need to control their messaging. They have to position themselves as the best person for the job. Unemployed job seekers often hesitate to spend money on headshots or a professional resume because they are watching their budgets... Sometimes you have to spend money to make money."

- Sarah Johnston

While unemployment bias has not disappeared, there are ways to avoid discrimination and position yourself optimally while unemployed. There are many voices raising awareness about unemployment stigma (hopefully yours will be one of them now) and the pandemic has made many aware that even exceptional employees can be laid off. We are seeing strong growth in the use of LinkedIn's OTW features and also understand that these tools aren't the right solution for every job seeker.

The 7 Wonders of Job Search - Your burning questions answered!

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Find out answers to the 7 most baffling questions about job search.

World's First Job Search Marketplace

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Why the "This Is Me" Resume Won't Win the Job

The song “This Is Me” from The Greatest Showman movie may have won the Golden Globe for Best Original Song but employing this mantra in your resume won’t win you many interviews. While I remember how empowered and liberated I felt the first time I heard those lyrics, I also understand that simply “marching on to the beat I drum” won’t equal success in job search.

Please don’t misunderstand me, it is essential to identify and leverage your unique professional brand (“I am who I’m meant to be”), however, that brand must be conveyed in a manner that matters to each individual employer. If you submit the exact same resume to 20 different companies, 9 times out of 10 it won’t land you an interview.

Why?

1. ATS: 98% of Fortune 500 companies and 75% of all large companies are using Applicant Tracking Systems (ATS). These systems have the capability to screen your resume by analyzing your content for specific keyword matches. Many ATS provide screeners with scores or rankings based on these matches, which can influence their initial impression of you as a candidate. It’s highly unlikely that all 20 employers will be seeking the exact same keywords.

2. Jack of All Trades, Master of None: Employers are seeking an individual who is directly qualified for their open position. Why would they select someone who isn’t when they have hundreds of qualified applicants to choose from? It’s up to you to show them how your experience and accomplishments qualify you for their role.

3. Title Scan: Not only will ATS typically scan your resume for title matches, human screeners are often known to start with a quick title scan to rule out those who aren’t qualified. In a typical posting, about 50% to 75% of the applications received are from individuals who don’t meet the posted qualifications. Reading these resumes would waste time that Screeners don’t have to give. For this reason, they start with a quick initial scan of your resume to see if you have relevant experience. One way to ensure a title match (if your job titles don’t match), is to use the posting title as your resume headline.

4. Emotional Intelligence (EQ): 71% of surveyed employers say they value EQ over IQ. One of the key elements of EQ is the ability to consider the perspectives and emotions of others. Tailoring your content to what matters to a specific employer is an excellent way to demonstrate high EQ.

5. Growth Mindset: Run a search for “growth mindset” and you will find endless articles from top consulting firms and psychology experts about the importance of hiring individuals with a growth mindset. Employers are spending significant amounts of time and money to build a company culture around this perspective. Employees with a growth mindset continuously improve themselves and the organization. Being able to analyze your own experiences (both successes and failures) and draw key takeaways that relate to a potential employer, requires a growth mindset. By customizing your content for each position, you not only are conveying growth mindset, but you are also strengthening it through the activity.

In order to be “bursting through the barricades” and “reaching for the sun” as a job seeker, it is essential to customize your resume for each position of interest. Spending this time up-front will not only help you realize how well you align with the position requirements, it will also significantly increase your chances of being selected for an interview. With these new insights, “look out ‘cause here you come!”

What Makes a Great Resume Writer?

Is it a certification? Do they need to be in your industry? Should they have a background in HR?

With so many questions, options and opinions how do you sort through it all and find a great Resume Writer?

As an Executive Resume Writer who has worked for multiple resume firms and clients ranging from college graduates to Fortune 500 CEOs, I have seen the awesome, the appalling and the antiquated. Here are 5 attributes that I have found are consistently present among great Resume Writers (RWs). They are:

1. Collaborative

Great RWs view your resume project as a team effort. They bring knowledge about hiring practices, a big picture perspective, interview skills that draw out key details and expertly compose each line to deliver maximum impact. You bring industry expertise, ensure accurate descriptions, separate company jargon from industry terminology and explain emerging competencies within your field. Together, you build an incredible document that captures your unique value proposition in a captivating manner. Its full of targeted keywords, demonstrates your character and beautifully balances your role descriptions with powerful graphics and accomplishment statements.

 

2. Strategic

The foundation of great resume writing is strategy. Quality RWs focus heavily on understanding your career aspirations, targeted companies and ideal roles. Just like a CEO must develop a clear vision for company success, RWs must develop clear objectives to achieve resume success. By possessing strong interpersonal insight, ensuring realistic goals and executing effectively, superior RWs deliver significantly more interview invitations. You can separate strategic RWs from the pack because they focus on client education, challenge changes that don't align with stated aspirations and continue the relationship beyond the project. They are passionate about changing your application success and developing a long-term connection.

 

3. Continuously Improving

Top RWs aren't content to rest on their laurels. It's not just about a certification, award or title for these individuals. They are dedicated to repeatedly mastering their craft. Great RWs are consistently reading articles, attending webinars, participating in conferences, learning about new technology and APPLYING everything they learn. They frequently change their interview questions, designs and marketing techniques to maintain value within continuously changing candidate sourcing and screening processes. Exemplary RWs are very pragmatic in their practices, following-up with past clients to review resume efficacy, conducting surveys to improve the client experience and networking with colleagues to learn best practices.

 

4. Adaptable & Progressive

Skilled RWs are typically early adopters of new industry technology, practices and resources. Rather than venting about the negative impacts of electronic screening, they focus their energy on understanding applicant tracking systems (ATS) and optimizing their clients' resumes to succeed in any environment. Expert RWs tend to embrace change and expand their services to align. As networking becomes a key route to interview selection, these RW champions offer courses and tools to improve networking success. When Facebook joins the job posting game, strong RWs develop services to transition personal profiles into sourcing bait. No matter what transformation employers throw their way, these RWs are ready to adapt and align their business model.

 

5. Multi-Talented

While industry-specific RWs can provide deep industry insights, I find the most effective RWs are multi-talented and perform regular field research as part of their writing process, whether or not they have previously worked in a client's profession. Industries are constantly changing and what was relevant 5 years ago, may not be today. Finding an RW who has robust skills in researching, interviewing, strategic planning and business writing will deliver a more compelling end product than working with an industry expert who lacks these skills. Again, you (the client) can be the greatest resource for critical field knowledge.

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Finding a RW with all these skills may seem like a daunting task, however, these leaders typically offer a free consultation and are very willing to answer your questions prior to payment. Remember, their focus is on results over profit, so they are equally concerned with ensuring a good fit between before starting the process.

Are there any other RW competencies you feel are essential? If so, please tell me about them in the comments!

How to Demonstrate 10 TOP SKILLS Employers are Searching for Right Now

That's it...the one! The ad for your dream job has just been posted and panic starts to set in. You know hundreds of people are going to see the same posting and start competing for this highly desired role at a top company. How can you stand out from the crowd and put your best foot forward? 

A recruiter's job is to attract and present top talent. Corporate recruiters use a variety of screening techniques and tools to filter out less qualified candidates and they also pay attention to your behavior at every step in the process, looking for specific traits or skills that their hiring manager is seeking for this role. Every point of contact from cover letter to offer negotiation is an opportunity to demonstrate key skills to this employer.

What behaviors and skills will this company be seeking for this role? The job posting is a great place to start. Most job ads list the desired qualifications, characteristics and knowledge needed to succeed in the position.

Additionally, there are many skills and behaviors that are consistently sought by a majority of employers, regardless of the position or industry. They are:

• Critical Thinking

• A Growth Mindset

• Emotional Intelligence

• Attention and Focus

• Real World Experience

• Agility and Adaptability

• Humility

• Collaboration

• Time Management and Organization

• Professional Maturity

Critical Thinking

When 400 HR Professionals at numerous companies across the U.S. were asked what the top skill needed in the workplace was, they answered "critical thinking." Employers need employees who can solve problems and make decisions using analysis and logic. Critical thinking provides a significant competitive advantage in business. This is also one of the easiest skills to demonstrate to employers when considering a new role.

Strong critical thinkers break down and analyze situations from every angle. You can apply and demonstrate this skill, as a candidate, by (before you apply for a position) considering the following:

 

1. Yourself.

What motivates you, what challenges you, what stands out about you, what do you need from a job, what will make you leave a job? If you can't answer these questions, you aren't ready for an interview.

 

2. Your potential employer.

What do they do, why do they do it, who do they tend to hire and why? Are individuals, who are motivated and challenged in the same ways as you are, happy there? 

 

3. The role.

Learn the team and role dynamics (Glassdoor.com can be a great place to start.) How does this position contribute to the Company's mission? Why is this role available at this time? Why have previous employees left the role? How would your skills and experience benefit this role? How does this role fit into your career progression and goals?

 

Photo by Giulio_Fornasar/iStock / Getty Images

Growth Mindset

According to Carol Dweck, Author of Mindset: The New Psychology of Success, "individuals who believe their talents can be developed (through hard work, good strategies and input from others) have a growth mindset." Companies are seeking employees with a growth mindset because these individuals tend to achieve more, be more innovative and are typically more committed to their work.

A few ways that you can demonstrate a growth mindset are:

• Sharing how you elicit and utilize feedback from others

• Giving examples of when you responded to criticism with curiosity and a desire to learn from the mistake

• Reading and critically thinking about information provided by the potential employer (job ad, company website, flyers)

• Motivating subordinates through rewards for learning and progress (instead of effort) and providing development and advancement opportunities

Photo by MilanMarkovic/iStock / Getty Images

Emotional Intelligence

Emotional intelligence (EI) is the ability to recognize, discern and label emotions followed by the ability to adapt behavior to achieve your goals. Studies have shown that people with high EI tend to have better mental health, job performance and leadership outcomes. They also tend to remain calm under pressure more often and are more successful at resolving conflict. A 2011 CareerBuilder survey found that 71% of employers value EI over intelligence quotient (IQ) and 59% of employers would not hire someone who has a high IQ but low EI. Many employers are currently using EI assessments in their screening process. (Don't be discouraged if you currently have low EI. This can be improved through coaching and practice.)

A few ways you can demonstrate emotional intelligence are:

• Know what motivates you

• Share how you reflect on your emotions and ask others for perspective

• When asked, provide examples of times you remained calm in tense situations

• Discuss your focus on relationships and how you empathize with others

• Demonstrate self-awareness and self-regulation throughout the hiring process

Attention and Focus

According to a recent Forbes article titled "Top Employers Say Millennials Need These 4 Skills in 2017", the top 100 HR Managers, Recruiters and CEOs said they find plenty of new talent with strong leadership, communication and collaboration skills.  However, the 4 essential soft skills they need to see more frequently, include: Attention and Focus, Real World Experience, Agility and Adaptability and Humility.

A few ways you can demonstrate effective attention and focus are:

• Follow instructions throughout the hiring process.  Read the entire job posting.  Frequently, employers will list questions or application instructions that differ from clicking the "apply" button to see how well an applicant pays attention to details.  

• Make sure every email or document you send has been thoroughly reviewed for errors.  Paying attention to details like spelling and grammar demonstrates this attribute.

• When asked, share an example of your ability to start and achieve a goal. Even if you only have a personal example, the employer will appreciate knowing you have the focus to complete objectives.

• Check your LinkedIn messages, email and voicemail daily.  Employers expect you to respond to their invitations for an interview or requests for additional information in a timely fashion.  Not doing so can lead them to believe that you aren't focused on your job search.  

• Eliminate distractions.  Don't send rushed emails while at work. Schedule phone interviews for a time when your children or other distractions won't be present. Focused individuals know how to set themselves up for success by eliminating distractions.

 

Photo by JackF/iStock / Getty Images

Real-World Experience

A college education is no longer enough. While employers value education, they recognize that experience, curiosity and relational skills have proven to be far more beneficial to job performance.  For this reason, it is critical to build real-world experience while attending school. Whether a fast food job that demonstrates dedication and stress-tolerance, a side-gig that conveys innovation or an internship that shows adaptability and humility, real-world experience is a requirement for many top employers.

A few ways that you can demonstrate your real-world experience are:

• List a real-world example of how you used your skills in a cover letter.

• Be prepared to discuss real-world experiences in a phone or in-person interview. Employers love success stories that led to new skills and confidence.  Talk about the mistakes you've made and how you grew from them.  Discuss objectives you achieved, tough deadlines you met and team dynamics you encountered.  Connect these experiences to the role you are seeking and your career path.

 

Agility and Adaptability

"The only thing that is constant is change." - Heraclitus

Employers understand that their business will change and likely in ways they can't even imagine today. Having employees who can adapt to and capitalize on change it critical to long-term business success. This is part of why a growth mindset is so important to employers (see above.)

A few ways that you can demonstrate agility and adaptability:

• List an example of your adaptability in a cover letter. 

• Provide an example during an interview where you faced a challenge, remained calm and thought through solutions.  Being able to act on solutions quickly also demonstrates agility.

• Provide an example during an interview of a time when your role or workplace changed significantly.  Again, share how you handled the situation by not folding under pressure.

• Provide an example during an interview of a time when your idea was not selected. Sharing how you got on-board with someone else's idea demonstrates adaptability.

Humility

A 2014 study of CEOs and the concept of humility found that humility was positively associated with empowering leadership behaviors, which creates more work engagement, commitment and better job performance. Humble employees are also more collaborative and empathetic. It's no wonder companies seek this trait.

A few ways that you can demonstrate humility:

• Show interest in input and ideas shared during interviews.

• Respect the schedule and time of the people you meet with (be on-time, acknowledge that you appreciate the time they are giving you, be flexible about when you can interview.)

• Admit mistakes. We all make them and if you convey that you don't make them, you will not only appear arrogant, but also dishonest. Employers want to learn how you have overcome and learned from mistakes; they don't expect you to be perfect.

• Managers should demonstrate how they allow their subordinates to do their jobs with limited interference. Micro-managers tend to have big egos that get stroked by perfection, an impossible goal to maintain. A great manager hires great employees and then allows them to shine.

 

Collaboration

Collaborative teams and companies tend to be more creative, innovative and successful. Employers don't want to waste time resolving personality conflicts, so they seek out collaborative employees. 

A few ways that you can demonstrate collaboration:

• Share with a prospective employer if you have maintained relationships with previous co-workers. LinkedIn is a great way to convey this through recommendations and connections. Collaborative individuals take time to get to know their team members.

• When asked, provide examples of times you reached a team goal. While employers need to hear about your individual accomplishments, they also want to know that you have met objectives as a team contributor.

• View interviews as a mutually-beneficial opportunity to share information and work toward a common goal (determining if there is a good fit for you and for the employer.) Talk about the value you could bring to the organization and how the company could also meet your employment needs.

Time Management and Organization

Employees who manage their time well and stay organized are more productive, efficient and tend to meet deadlines more often. Knowing your priorities and being able to analyze and plan your work according to these priorities, is key to long-term success in business.

A few ways that you can demonstrate time management and organization skills:

• Study and utilize systems and tools (OneNote, Wunderlist, time allocation) that help you stay on-task. Figure out what works best for you so you are prepared to discuss your methods in an interview.

• Learn about efficiency methods and tools (eliminating distractions, digitization, meeting agendas, action item assignment, Six Sigma, Lean Management, BPM).

• When appropriate, share an example of a time when you had to establish priorities and accomplish work tasks according to those priorities.

• When appropriate, share an example of a time when you broke a large goal down into smaller tasks.

• Be ready for phone interviews at the scheduled time. 

• Arrive a few minutes early to an in-person interview.

• Bring copies of your resume and supplemental documents (in a professional binder or briefcase) to the interview.

• Follow-up and be sure to complete any requested tasks (upload references, email diploma).

 

Professional Maturity

Professional maturity is the ability to respect yourself and others in the workplace and to apply data and logic in decision-making, rather than emotions or instincts. Employers seek professional maturity because research shows this attribute leads to higher life/job satisfaction, greater self-esteem and more successful decision-making in the workplace.

A few ways that you can demonstrate professional maturity:

• Speak well of previous employers and co-workers.

• When appropriate, share examples of handling conflict well in the past.

• Answer the phone professionally (i.e. "this is __________").

• Understand how your skills and experience could fit into the department and the company.  Acknowledge the value that you could add.

• Educate yourself about typical career progression in your field so you convey realistic expectations and goals.

• Treat everyone you meet (the receptionist, the janitor, the CEO) with respect and as an important contributor to the company.

• Handle employment departures professionally (2-weeks' notice, transition tasks well, thank those who have helped you grow and learn.)

It is a rare candidate who conveys all of these highly desired characteristics but when someone does, employers jump at the opportunity to hire them. Take the time to self-assess in these areas, increase your knowledge and apply what you learn. Doing so can not only win you the job, it can make you a much more confident, effective and satisfied person.

Do you have additional ideas for demonstrating these skills? Please share them in the comments!

Finding Your Fit

This time of year, most folks are thinking about body fitness, however, as a Job Seeker or Employer there may be another type of fit to consider in 2017. How do you decide which candidate to hire? As a Job Seeker, which companies should you pursue? There are many factors to consider when making an employment decision. Many employers focus on only one or two areas of fit and later regret their selection decision. Candidates who forget to consider all aspects of fit may accept a role they are excited about within a dreadful company. The ultimate goal of employment relationships is to find mutual fit in all areas: position fit, cultural fit, group fit, motivation fit, management fit and integrity fit.

Why does fit matter? For employers, a bad hire can cost the business more than $25,000 (2012 CareerBuilder Survey) and have long-lasting impacts on company morale and productivity. For candidates, accepting the wrong role can delay your career progression, impact your credibility, result in termination (which can block future options) or impact your health (stress, depression, weight gain, and more.)
 

Position Fit

Nearly all applicants and employers consider position fit. This type of fit involves the qualifications, skills and experience necessary to perform the job. Position fit is typically determined early-on through the screening process. Candidates need to list out all applicable skills and experience to convey their position fit and employers need to compare candidates against their job description to determine if position fit exists.
Job seekers and employers should re-evaluate position fit through all phases of the recruiting process. Job ads can sell a position well, sometimes too well, and the reality doesn’t match up. Candidates can oversell themselves on paper. Both parties need to review the final sum of their interactions, before determining position fit.

Job Seeker Position Fit:

• Does the level of this position make sense in my career trajectory?

• Will I enjoy performing the daily duties of this role?

• Will my skills be utilized in this job?

• Will this position stretch me, hold me back or maintain my current abilities?

• How long will I be satisfied with this role?

Employer Position Fit:

• Does this candidate have all the critical skills and experience to thrive in this role?

• Does this candidate have the level of skills and experience necessary?

• If not, am I willing to help this candidate acquire these additional skills or experience?

Cultural Fit

Organizational Psychologist Adrian Furnham describes cultural fit as “…congruence between the norms and values of the organization and those of the person” in his book The Psychology of Behaviour at Work. While cultural diversity and diversity of thought are beneficial to business, there needs to be a certain level of cultural fit to maintain productivity and harmony.

As an extreme example, if you hired a very quiet, introverted accountant who values details and accuracy into a company filled with sales personalities who embellish with bravado, the accountant will likely struggle to connect and feel valued. Likewise, her co-workers will struggle to appreciate her demeanor because it is so contrary to their own. Hire that same accountant into a business filled with other reserved personalities and her nature will be appreciated and she will feel accepted. An outgoing accountant in the sales environment will likely lead to better job satisfaction, performance and personal interactions.

While recruiters can often determine cultural fit based on criteria provided by the employer, the experts are typically your current employees. They understand the norms and values of the organization better than anyone else because they operate within them daily. Inviting a few members of the team to participate in the interview process can help you select candidates who are a good cultural fit. Be careful, however, not to hire the popular candidate over the candidate who is the best overall fit. Cultural fit is only one aspect to consider and your employees may not be aware of other critical needs for the role.

Job Seeker Cultural Fit:

• What is most important to me in an employer? Does this company demonstrate these attributes?

• Do my values and outlook align with the values and outlook of this company? Of the employees I’ve met?

• Could opposing or different values, beliefs and outlooks benefit me (i.e. personal growth, challenge)?

Employer Cultural Fit:

• Does this candidate demonstrate values that are like those of our company and our current employees?

• Does this candidate’s outlook (e.g. optimistic, growth-minded, entrepreneurial) align with the outlook of our company and current employees?

• Are we seeking to maintain our current company culture or do we wish to change it

• Could our company benefit from more diversity of thought or cultural diversity?

Department/Group Fit

Within a company there can also be sub-cultures that need to be considered. Just as there needs to be a good fit between the company culture and individual values, there also needs to be a good cultural fit between the candidate and the department or work group that they would join. 

Many employees list social connection as a major factor in their employment decisions. Employees will sometimes stay in a role or company they dislike because they are strongly connected to their co-workers. Research shows that people need social connection to be productive, and not the kind of surface-level connection you get through social media. We all need real, human connection to thrive.

Social connection in work groups can depend on fit. Your best resource for determining group fit is, again, the current employees within the group. Incorporating their perspectives into the selection process is a valuable way to measure group fit.

Job Seeker Group Fit:

• What is most important to me in a work group? Does this department or work group demonstrate these attributes?

• Do my values and outlook align with the values and outlook of this department? Of the employees I’ve met, who are part of this work group?

• Could I build social connections with the members of this work group or department

• Could opposing or different values, beliefs and outlooks benefit me (i.e. personal growth, challenge)?

Employer Group Fit:

• Does this candidate have values that are similar to the employees within the department or work group?

• Does this candidate’s outlook (e.g. optimistic, growth-minded, entrepreneurial) align with the outlook of our department or work group?

• Are we seeking to maintain our current department or work group culture or do we wish to change it?

• Could our department or work group benefit from more diversity of thought or cultural diversity?

Motivation Fit

It's important to understand what makes you tick and for employers to evaluate their business’s motivation style. As an individual, what inspires you, what causes you to disengage, what motivates you to perform better? As a company, how do you reward top performers, what incentive programs do you utilize? 

Once you know your own motivation style, you can seek out companies who engage their employees in a manner that works for you. Understanding how your company motivates employees provides the criteria to evaluate fit in this area.

There are a variety of motivation and engagement methods used by companies today. Some examples: individual versus group incentives, salary and bonuses, tangible goods (gift cards, company gear, swanky office supplies), challenge and responsibility, goal setting, purpose and impact (detailing how your efforts impact the bottom line), enthusiasm and energy, promotions and advancement, improved work environment (private office, parking space, compressed work week) work-life balance (increased paid time off, remote work options, on-site daycare), constructive feedback (coaching, mentoring) and recognition (employee of the month, certificates of achievement, top group for the quarter).

For an individual who is motivated by money, joining a company which rarely provides bonuses or salary increases would quickly take the wind out of their sails. In turn, an individual whose primary objective is to “make a positive difference in the world” will not be happy working for an oil company that repeatedly damages the environment, no matter how much money they make in the role.

Job Seeker Motivation Fit:

• When did you give your best performance in your career? What motivated this performance?

• What needs do you want to have met through your employment? (i.e. financial, social, education).

• How does the company you are considering motivate their employees?

• Does this align with what you are seeking from an employer, what draws you in and what pushes you to achieve more?

Employer Motivation Fit:

• How does your company or department motivate your current employees?

• What are your candidate’s needs and motivators?

• Do these needs/motivators match your current company motivation strategy?

• Does your company plan to change your current motivation strategy?

Management Style Fit

Every manager has their own management style. The way a leader encourages performance, how much authority they give their team, how they make decisions, how much or how little they delegate, how present they are with their team, the amount of mentoring or coaching they provide and many other factors make up an individual’s management style.

It’s important to recognize the hiring manager's management style and to compare this style with what drives you (the job seeker) or a particular candidate (for the employer). Understanding how a candidate has responded to previous management styles can provide a solid basis for determining management style fit.

Job Seeker Management Style Fit:

• Which of your previous managers was your favorite? Why?

• Which of your previous managers was your least favorite? Why?

• How involved do you like your manager to be?

• How much authority and responsibility do you wish to assume?

Employer Management Style Fit:

• How does the manager who supervises this position interact with his/her subordinates?

• What is the manger’s communication style?

• How does the manager make decisions (majority rules, team input, autocratic)?

• How much or how little does the manager delegate to the team?

• What level of authority or responsibility does the manager place on team members?

• Does this manager’s style align with the candidate’s preferred management style?

Integrity Fit

Large companies spend a lot of money screening out candidates who are not dependable or do not possess a certain level of integrity to avoid turnover, liability and morale costs. A skilled screening professional and a strong pre-employment screening process (assessments, reference checks, background checks, credential verification, drug screens) are the best combination for determining integrity fit.

Job seekers often overlook this area of fit. Aligning yourself with a company that does not uphold the same level of integrity that you possess can damage your credibility, place you in compromising situations and has even resulted in jail time for some employees. Integrity fit can be difficult for applicants to determine since employers are often putting their best foot forward (as are candidates) during the interview process. My suggestion is to research the company. You may also be able to glean information from current employees. Access to current employees can sometimes be found through corporate job boards or social networking. I would also encourage you to talk about integrity in an interview and pay attention to the respondent's body language.
 

Job Seeker Integrity Fit:

• Ask the interviewer and/or current employees: Have you ever been asked to do something you didn’t feel comfortable doing?

• Research recent company news events.

• Research legal cases against the company.

Employer Integrity Fit:

• Does the past behavior of this candidate align with someone who is loyal, dependable and emotionally intelligent?

• Does this candidate actively engage with the companies they work for and become a brand ambassador? Does your company actively engage employees?

• How does the candidate speak about previous employers and supervisors?

• Does the candidate take responsibility for mistakes they’ve made in the past (or is it always someone else’s fault?)

• Why and how frequently does the candidate move on to another role or company?

• Does the candidate learn from mistakes they’ve made?

• Does the candidate do the right thing when no one is looking?

• Has the candidate followed your recruiting process and instructions or have they tried to bypass it? (Keep in mind with this one that there is a lot of advice out there to not follow the standard process, so this may not always be an indication of a rebellious or entitled personality.)

Considering all these different aspects of “fit” can seem like a lot of work and can take time. However, my clients who spend the time finding the right fit in all these aspects are far more satisfied than those who do not. For job seekers, they avoid job hopping and feel comfortable in their work environment. For employers, they have far less turnover and performance issues when they take the time to find their best overall fit.

Let’s start a conversation. Are there other areas of “fit” that you consider as a Recruiter, hiring manager or Job Seeker? How do you balance fit and diversity as an employer?

Building Your Resume the "Old School" Way

10/28/2016

With all the buzz about the "Gig Economy," many job seekers have begun to believe that "job hopping" is now an acceptable practice.  

While the economy and employment arrangements are opening up to more freelance, contract and consultation opportunities, an employer's desire for dependable employees has not changed.  Employers want to spend their labor dollars efficiently and effectively.  Even before there were formal metrics for training and attrition costs, employers understood the value of a dependable employee.  

In previous generations, employees started in a low-level position within a company and spent decades working their way up.  Hard work and dedication lead to advancement and success...THEN...Steve Jobs started Apple in his garage and Mark Zuckerberg developed FaceBook in his dorm room.  Well, it's not exactly that simple, but these and other overnight success stories have played a role in building a desire to find one's "big break" rather than a long-term employer.

The reality is that what seems like overnight success, rarely is.  In nearly every case of extreme success there are years of work and failure that we don't see.  The majority of millionaires and billionaires spent decades refining an idea, learning their industry and working long hours before they made it big.  

Another consideration: you have to develop expertise before anyone will want to hire you as a freelancer, contractor or consultant.  Most expertise is developed while working as an employee, learning through experiences, and training programs.  Working for more than one employer can also provide an education about best practices and a high-level view of your industry.

If your goal is to be an entrepreneur, inventor, freelancer, contractor or consultant, you will first need to acquire knowledge and experience.  The most direct and common path for knowledge acquisition is working for an employer.  An employer wants to hire someone who is dependable.  A common mantra in the recruiting world is “the best predictor of future behavior is past behavior.”  For this reason, many recruiters and employers make job hopping their first screen-out criteria.  Eliminating “job hoppers” is an easy and appropriate way to reduce the number of resumes for review, while also reducing the chance of hiring a candidate who will cost the company time and money, with little return on the investment.  

What is "job hopping?"  Job hopping is frequently changing roles and/or companies.  Most recruiters and employers want to see a stretch of 2 years in a role before moving on.  A pattern of leaving roles more frequently than every 2 years can get you flagged as a "job hopper" and eliminate your resume from consideration.

As a resume writer, I can downplay frequent career moves and highlight the benefits of your varied experience...to a point.  My creativity can only mask so much.  At a certain juncture in the hiring process, the employer will likely ask you to list out your roles, dates of employment and reasons for leaving each role for at least the past 5 years (typically on an application).  If you have demonstrated a pattern of job hopping during this time, been fired for cause or shown career regression, a well-designed resume won't save you.

Only YOU can BUILD your resume.  Job changes (even during college) should be intentional and planned. Recruiters understand that internships will typically end after 6 months and that you may only be able to work during the summer.  However, picking back up with the same employer the next summer demonstrates loyalty and quality work (since they rehired you.)  After college, these attributes can be demonstrated by staying with each company for at least 2 years and in each role within that company (unless you are promoted) for at least 1 year.  

The ability to make strategic, timely career moves suggests high emotional intelligence or emotional quotient (EQ), a capacity that 71% of employers say they value more than intelligence (IQ), according to a recent CareerBuilder survey.  High EQ is also associated with the ability to: stay calm under pressure, resolve conflict effectively, show empathy, lead by example, make more thoughtful decisions, learn from mistakes and listen well.  High EQ is what TOP employers are searching for and measuring for in their screening processes.  You can demonstrate this desirable attribute through your resume and the employment choices you have made.

My advice to job seekers is this...put the time in, do the work, glean as much as you can from each employer, role and experience and you will set yourself up for a great career in which you can decide whether to continue on an employment or a contractor path.  Build your resume and your career the "old school" way and you will have more "new school" options!

Including a Photo on your Resume?!?

"Is it okay, or even beneficial, to include a photo of myself on my resume?"

10/17/2016

This is such a great and timely question!  With the increased use of LinkedIn and other social media sites in business today, it can seem like a dated practice to NOT include your photo on your resume or CV.  But wait...before you insert a selfie into the latest version of your resume, let's consider the risks and benefits.

LinkedIn has changed the candidate landscape for recruiting and job seeking.  Not having a photo on LinkedIn is considered “out of touch” with professional practice.  So, can we conclude that not having a photo on your resume is also "out of touch" with professional practice?

Most companies employ or contract a Human Resources (HR) professional or employment law attorney to develop their hiring process.  Their goal in hiring an HR law expert to design their process is to reduce the company's liability risk. Employer's want to avoid discrimination claims.  The easiest way to circumvent a claim of discrimination is to avoid collecting any information about a candidate that relates to a Title VII protected class (race, national origin, color, sex and religion.)  It is expected that individuals working in the business world are familiar with this legislation and the surrounding legal concerns. Including information that discloses your race, national origin, color, sex or religion on your resume can call your business acumen into question.

"But a recruiter who views my LinkedIn profile has access to my photo and, therefore, protected class information about me.  What's the difference?"

This is very true.  However, most companies will use LinkedIn as a passive candidate recruiting tool.  They often run searches based on keywords in your profile and then direct you to a job posting or website, if they feel you have the qualifications for the role.  From there, you will need to email or submit a resume (or CV) for consideration (not your LinkedIn profile).  The sourcing professional who found you on LinkedIn is typically not the same person who will screen your information in the hiring process.  The screening professional will review your resume and be unaware of any Title VII information included on LinkedIn or other social media sites.  This way, their decision to rule you out or invite you to interview will be made solely based on the information provided in your resume.

With that said, there are progressive companies who accept LinkedIn profiles as a form of application.  If you apply to a company with this practice, you should be safe to include a photo on your resume (if it is later requested).  In certain countries (i.e. Germany or France) it is appropriate to include a photo of yourself on your resume.  Many small businesses do not have a formal hiring process and will not count it against you if you include a photo.  However, for the vast majority of small, mid-sized and large U.S. companies, including a photo on your resume may harm your chances for consideration.  Some U.S. companies even have a practice of discarding any resume received with Title VII information on it.

Let's discuss any potential benefits to including your photo.  A photo can humanize you and it can make your resume stand out from the crowd of black text on white paper.  Are there other ways to accomplish this that don't involve the risk of being screened out?  Yes.  You can include a graphic, a unique font color or formatting that will stand out from other resumes.  You can incorporate a strong summary statement that explains your distinctive characteristics and strengths (thereby humanizing you to the reader.)

A recent study by The Ladders found that recruiters spend an average of 6 seconds reviewing a resume before making a determination about whether to pass on a candidate.  When a photo was included on a resume, recruiters spent much of this sparse time looking at the photo rather than reading the content of the resume. 

Ultimately, you need to learn about the organization before you submit a resume.  Are they progressive, are they based in the U.S., who will initially review your resume (a recruiter, a hiring manager or a computer)? With this information, you can make an educated decision about whether or not to include your photo.  Even at the most progressive company, it still may be to your advantage to omit your photo so the recruiter spends their time reading about your accomplishments rather than viewing your latest headshot.