Social Media "Reference Check"

There is a growing trend to use online social media - facebook, myspace, etc - to gather information or a "reference" of sorts, on prospective candidates. Putting aside the discussion of an individual's privacy for the moment, liability is top of mind for Human Resource Managers in regard to social media and the prospect of lawsuits against their companies.

Human Resource Managers have had it hammered home to, above and beyond all else, be concerned with liability. There are so many areas a company can be open to liability after all; hiring, firing, promotions, credit checks, performance plans … tell me when to stop.

Liability is so prominent that there’s a whole industry dedicated to telling us what can get their companies sued and how to avoid it. Much of that advice is well-intentioned and valuable, but occasionally over the top in the interest of protection.

Go to any HR conference these days and you’ll hear speakers waxing poetic about the risks of viewing the social media accounts of candidates in the selection process. It’s the obvious stance when you think about it. You viewed a social media account, saw something you didn’t like and made a hiring decision that had nothing to do with someone’s ability to do the job.

Are HR Managers damned for judging a candidate's profile on facebook or damned if we don't? Some things to consider from HR's point of view:

1. Can we afford NOT to Google a candidate and see where the digital trail takes us? Most any CEO if asked: “Do you expect me to do everything legally at my disposal to ensure the hires we make can do the job and are great fits for our company?” will likely give a positive response. Your CEO expects you to deploy all legal measures you can reasonably afford to make sure you’re making great hires.

2. Hiring managers are becoming much more tolerant, hopefully, about what they see in a candidate’s social media footprint. The transparency of social media created a bit of a blowback effect in the early days. We never had access to pictures of candidates drinking before, so there was some shortsighted judging going on as a result. Now? We’ve seen enough to remember that people drink socially and pictures can be dated. As a result, we’re much more tolerant when we find out that a candidate’s not spending weeknights at church. Our threshold for what constitutes a red flag is much higher and more related to whether someone can do the job. That’s a good thing.

3. Candidates don't always get the real reason they were rejected, and that doesn’t change simply because social media is at play. Unless the candidate in question has a skills gap, most organizations don’t share the real reason for rejection. As a candidate, you had a personality issue and seemed a little angry at the world during the interview process. Did the company provide you with candid feedback? Of course they didn’t. We’re already trained on what not to say that might present liability in the feedback process. Why should questionable pictures or content mined through social media be held to a higher standard?

Stop me when you’ve heard this risk reducer: “We’ve elected to make an offer to a candidate who was a better fit for the role in question.” The statement is true when you don’t think someone can get along with the hiring manager and it’s true when they’ve blasted opinions via social media that most at your company would find objectionable.

4. Privacy settings have eliminated much of the liability related to social media. By far, the biggest risk to a company is digging into a social media account that is intended for nothing but personal use by a candidate. Facebook is the choice of most candidates when it comes to communicating events in their personal lives, and privacy settings now allow a candidate to wall off what they don’t want the world at large to see. As a result, liability has been greatly reduced during the past two years.

5. Evolution means some species don’t advance. You pay your employees to exercise good judgment related to what, with whom and how they communicate. This requirement is on display daily in your company, and when someone shows they can’t do it, you separate them from the mother ship (that’s called termination, folks).

Even though we’ve grown up dramatically related to our reaction to personal details shared via social media, occasionally someone will share something so egregious you know there’s a judgment issue at play in their DNA. That means they don’t get to play in your company at which time you share the talking points detailed in item No. 3 above.

For HR Managers, it's all about risk vs engagement. So too for candidates. Social media may have started as a convenient way to share your private life with family and friends, but it has always had a risk of what you display, and now that includes prospective bosses.


[Source: article by Kris Dunn, Workforce Management Online, January 2011]

Resume Blunders

From screening job applications to conducting interviews, hiring practices have undergone a dramatic transformation over the past decade. Despite all the changes, common resume blunders continue to plague job search practices at all levels. This article attempts to overcome some of these errors.


#1: It's all about the number of pages
The one-page rule is probably the most common myth about a resume. Candidates, even senior executives, use microscopic fonts, leave off important information, use 0.1 inch margins, and resort to a myriad of unhealthy practices -- all in an attempt to restrict their resume to just one page.

Many well-meaning college counsellors advise their students to be concise and limit their resume to one page. That was important when you were a student with little or no experience, but why subscribe to the same wisdom after rising to the ranks of upper manaegment or a senior executive role?

There is an opposing viewpoint. Some job seekers mistakenly believe that if they can somehow balloon their resumes to four or five pages, they will probably be considered for higher-paying positions. What? Will someone offer me $250,000 simply because my resume is ten pages and redundant to the point of boredom?

Content rules. The quality of experience should influence the length of the resume, not hearsay. If you have held only one job, then don’t try to create a five-page resume, but if your background merits a lengthier resume then don’t use eight point fonts in a desperate attempt to fit everything on one page.

If you are too concerned about the length of your resume, consider creating a one- or two-page resume with additional pages serving as an appendix or addendum.

#2: Make up that degree - no one will know
Lying on a resume is the worst mistake a candidate can make. Even if you pass the background check (very unlikely considering how sophisticated background checks have become), a savvy employer will discover the deception within days, if not sooner.

Apart from the legal ramifications, we live in a professional world that is influenced by social media. At the touch of a button, HR managers across the country can discuss their experiences. Maintaining a good reputation is more important than ever.

#3: Your resume must have an objective
“Seeking a position that will be beneficial and mutually rewarding … and will make use of my experience and education ....” If that is your idea of an objective, don’t bother using one. Every inch of resume space is precious. Don’t waste it on generic information that can be found on almost every other resume. Every word, every character that appears on your resume must position you as the perfect candidate for the job.

In place of objectives, use what many experts call “branding statements” or “headers”. The concept can be explained with the help of an example.

In the case of a clinical researcher, for example, a generic objective would be as follows:

“Seeking a mutually beneficial position that will make use of my 10+ years’ experience in hotel management.”

An improvement would be:

Hotel Manager with Hospitality Degree and 10+ Years’ Professional Excellence

Worked with top two global hotel chains. Leveraged hospitality expertise to manage three multi-billion dollar projects from ground 0 to financial growth.

The generic example does almost nothing to position the candidate but the refined version, in addition to serving as an objective, brings out three to four prominent strengths and an overall value proposition.

Whether you decide to use an objective or a positioning statement, refrain from presenting generic arguments.

#4: Your references must be listed on the resume itself
Normally, a separate page is used as a reference sheet. This not only protects the privacy of your references (imagine posting their contact information on every job board), but also makes the screening professional’s job a little easier.

#5: I can use the same resume for multiple job targets
If your current resume focuses on your hotel housekeeping background, please don’t send the same resume for marketing positions. It is understandable that you may qualify for multiple positions or be interested in pursuing alternate careers. If so, try to create a customized resume for each job target.

When it comes to a resume, never follow the “one size fits all” approach.

Money Talk in an Interview

The Money Question – it always comes up in interviews …

The money question always comes up in job interviews. If you are a candidate looking at a new position, you can safely assume the person on the other side of the desk will ask some form of the money question. Your answer may be the difference between moving forward and being eliminated.

In an interview, the employer has four basic questions in mind. However they dress them up, whatever creative spin they put on them, employers really want to know four things:

Who are you?
Why are you here?
What can you do for me?
How much will it cost?

That final question can make or break the situation. If you answer it wrong, you're done. The correct answer is non - numerical. A number, whether too high or too low, is ALWAYS wrong.

The employer will invariably ask something like, "How much money do you need to consider for this position?" Or else, "What will it take for you to come to work for our company?"

If you want to be considered for the position do NOT, under any circumstances, give a numerical answer. The correct answer is something on the order of, "I'm here to discuss the position and assess my fit with your organization. I want to make sure my talents are a good match for the duties you're outlining. You're probably thinking along the same lines. I am sure, if we get to that place, we can reach an accommodation."

Why answer that way? Because it's the truth.

The demand - interest barometer tells us that, for a candidate, as demands go up, interest goes down. And as interest goes up, demands go down. If you as a candidate articulate a number too early in the process, you're drawing a line in the sand and creating an impression that you're more about reward than effort, more about price than value.

A number which is either too high or too low is wrong for several reasons.

The interviewer will eliminate you from consideration if you articulate a number that's too high. Whether they can afford the amount you say or whether you're worth that amount is immaterial. If you as the candidate create the impression that you overvalue your skills (in other words say any number above the range they've calculated), they are concerned you will never "settle" for the amount they're offering. So they will remove you from the process.

Conversely, if you say a number that's too low, you might inadvertently wind up accepting compensation less than the amount the company budgeted because that's what you said. You reduced your ability to negotiate because you have too little information.

Over the years, in coaching people on successful interviewing techniques, the money question is the one where people stumble most often. Many times people will tell me, "I just wasn't prepared for the question ... the number just popped out of my mouth." Or else they will say, "I told her $X because I think I'm worth it."

Bottom line, it doesn't matter what YOU think you're worth. The magic number is always somewhere in the range between what they want to pay and what you think you should get. This has been my experience.

When the employer asks, "How much ... ? " the right answer is, "We'll know when we get there." If they ask again, insisting on an answer, defer diplomatically a second time. Something on the order of, "I appreciate you want a number. I'm a little uncomfortable making anything which could be perceived as a demand at this early stage. I'm interested in the position and would like to learn more."

And if they ask a third time, the correct answer is, "My year to date compensation is $Z."

But why give a number that way? Simple. It's a statement of fact, not an estimate of self-esteem. You compensation is verifiable. An employer can ask for and receive verification of income. You pay taxes. Your income is a public record. In the real world, your current or most recent employer valued you at an identified level. That's the number to share.

So ... don't get caught by the money question. Role play with a friend or practice in the mirror. Be prepared for this inevitable question. Your ability to answer the money question with an non-answer can get you the job or get you more money for the job you really want.

Not a recession , but a HE-cession......

I came acorss this report on our current economic situation and found some suprising news for men.....

Although the recession is hitting Canadians hard across the country, a new CCPA report reveals that men are taking the biggest hit when it comes to loss of employment.

Canada's "He-cession": Men bearing the brunt of rising unemployment, by Income Inequality Project director Trish Hennessy and Senior Economist Armine Yalnizyan, shows that 71% of those who have lost their jobs in the recession so far are men.

The report notes that this recession differs from those of the 1980s and 90s, which ushered in the 'freedom 55' era of golden handshakes for older workers. By contrast there were actually 78,000 more workers aged 55 and over in June than there were at the beginning of the recession, a 3% increase since October.

"Most of the workers deprived of their jobs in this recession (63%) are between the ages of 25 and 55," Yalnizyan says. "Workers under 25, who make up 15% of the labour market, account for more than one third (37%) of job reductions since October."

The report also notes that Ontario accounts for two-thirds (66.4%) of all jobs eliminated to date in this recession, driving the province's unemployment rate to its highest in 15 years.

"The recession is affecting Canadians from all walks of life and all parts of the country, but it could easily be portrayed as an Ontario-cession, an age-cession, and, above all, a he-cession," says Yalnizyan.

To read more of this report, visit policyalternatives.ca

Avoiding the "Overqualified" Label

Most hospitality candidates preparing for a job interview worry about whether they'll be able to come off as experienced, educated, and a personality "fit" enough to make a positive impression on hotel and restaurant corporate managers. But job seekers with substantial schooling or a lengthy work history often face the opposite problem.

Highly qualified candidates in the industry are sometimes forced to grapple with the stigma of being labeled “overqualified.” Often, hiring managers who encounter an applicant with a bounty of education or experience fear that they will be unable to meet the candidate’s salary requirements or other job expectations.

Having recruited in the industry for many years, I've come to understand people have various life/work factors where an "overqualified" candidate will apply for a less senior role with full awareness of a change in salary, work hours, work expectations, and work environment. These various factors, such as a new child in the home, relocation to a smaller community, downsizing to have more free time, are motivating factors that come to outweigh the step down.

According to human resources and staffing consultant Ken Gaffey, the phrase “overqualified” is often a code word that hiring managers use to express concern about a candidate’s fitness for the position. In order to get past the “overqualified” stigma and land your dream job, you have to be able to discern the true source of the hiring manager’s hesitation -- and then move in to neutralize it. These tips can help you move past the overqualified label and sail to success in your next interview:

1. Address the situation directly.
If there’s a special reason why you’re in the market for a lower-level position, it might help to discuss it upfront. For example, if you’re looking to establish yourself in a new field, or if you want to reduce your work schedule, let the hiring manager know.

2. Put your skill set front and center.
A great way to dodge the overqualified label is to take the focus off of your career path as a whole, and instead emphasize the skills and abilities you’ve picked up along the way. The functional résumé format – which job search gurus often recommend to recent grads and inexperienced jobseekers – may be the best option for highly qualified candidates, as well.

3. Signal your flexibility on salary.
One of the major reasons hiring managers shy away from highly experienced candidates is the perception that their salary expectations will be out of line with the position. If you recognize the difference in salary for the position you're applying, let the hiring manager know from the get-go how your expectations fit their range. Emphasize your unique value to the organization.

4. Make it clear that personality won’t be a problem.
The hiring manager may be worried that you won’t be able to work effectively alongside less-experienced peers. To allay these concerns, choose answers that will help you cast yourself as a humble team player who can get along well with people from all walks of life.

5. Let them know you’re in it for the long haul.
It’s often assumed that highly qualified candidates are just looking for a temporary job to tide them over until something better comes along. Leave no doubt that you intend to dedicate yourself long-term in your new role and that the company values speak to your professional goals and how you can help them achieve sucess.

Like many obstacles you’ll face in your job search, being “overqualified” is only a problem if you don’t take the opportunity to turn it around to your advantage! By carefully highlighting your skills and thinking strategically about ways to minimize the potential for problems, you’ll be able to turn this perceived liability into a strength.

For those "overqualified" candidates that have been on a long-term career path and now searching for a new position, you might want to hone your interview skills with our free Online Interview Prep Course. Email us to set up access at info@targetprofessionals.com.

Make That a Vegetarian Soup?

A Funny Chef Video to start our workweek.......