Got a Minute? Use it Wisely.

5 Decision Points for Hiring Managers in Reviewing Resumes in Less than 60 Seconds

1. Screen in candidates who are technically capable of doing the job and will be challenged in the position. Do the experience track record, education and certifications appropriately match the requirements for the position? Often the position titles indicate where the majority of the work experience was gained for that position. If you are looking for certain experience you should
be able to find it in the resume quickly. If you are looking for a similar industry you should be able to find that quickly. It is the responsibility of the candidate to write a resume that explains what each company they worked at does and their size. Will the candidate be appropriately challenged. If the candidate has done the position and responsibility multiple times they may demonstrate traits that they are not challenged in the position.

2. Screen in candidates whom you do believe there will be personality chemistry with. The resume reveals the personality of the candidate. For example, if you like lengthy, thorough explanations then you are likely to prefer a candidate with a longer versus shorter resume. If you like information passed to you in a concise summary you will probably prefer a candidate with a short but impactful resume. What about the sentence structure? Short sentences indicate a person who gets to the point. Longer sentences can indicate a person who prefers lengthier, fuller explanations. What about relevancy and the ability to put the reader (Manager) first. Resumes which emphasize recent achievements do this. Resumes that have jobs 15+ years ago with as much information as the most recent job demonstrates a lack  of effort in this key task; resume preparation. If they won’t prepare with the reader in mind in the resume stage how likely are they to prepare comprehensive yet well-communicated information for you once on the job? Does the candidate have a solid, track record of accomplishments stated in a direct, factual low-key manner rather than over promoting themselves in flowery language and excessive superlatives?

3. How stable is this candidate? Are they willing to take appropriate risks?  Look at the track record of the candidate. If they have switched companies excessively, quickly and randomly with little logic – then be prepared. They may not be with you very long either. History does repeat itself. There may be extenuating circumstances – if so the candidate needs to communicate that in the resume. On the other hand – if someone has been with one company for a very long time – they may be less likely to be able to adapt to new situations and take appropriate risks. An ideal candidate shows a track record of internal promotions while also having an exposure to several companies. They demonstrate a track record of achievements, promotions and added responsibilities over an extended period of time.

4. How well will the candidate handle change and ambiguity?   In today’s competitive world the need to thrive in change and ambiguity is increasingly necessary. Does the resume demonstrate this? In the accomplishments area – is there evidence of creative solutions? Has the candidate lived in different places? Has the candidate worked in different job functions? While specialization becomes increasingly important later in careers – what evidence is there of the ability to thrive in different settings and culture?

5. Trust your Instincts. Will the candidate fit-in? It has been said one should “hire for aptitude – fire for attitude.” That is nice, but the smart hiring manager wants their new hires to both produce and last, avoiding the expenses and liabilities from a bad hire. Therefore the hiring manger should think through whether the candidates’ attitudes will fit with your company for the longer-term. Will the candidate be able to pleasantly tolerate the internal dynamics of your department and company? In the end, does the resume feel right? It should have proper margins, spacing, grammar and layout. Trust your instincts. If you have a hard time figuring out the resume will you be later able to trust and rely on the person to help you make sound decisions in a timely manner?

I appreciate your comments;  I am interested in them and will compile a compendium of them.

Warren G. Deutsch CPC is the founder and President of Advance Resources, LLC, a boutique Finance, Accounting and administrative search firm located in Charlotte, North Carolina.  Advance Resources commitment to its clients is to “Recruit talent that produces and lasts!”  For more information about Advance Resources please contact:

Warren Deutsch, President  Advance Resources

704-274-9127

www.advance-resources.com

copyright: Warren Deutsch; Advance Resources, April 20, 2012

Five Biggest Mistakes in Hiring and What can be Done to Avoid them

Today is an introductory article from Warren Deutsch, CPC regarding pertinent information relative to attracting, hiring and retaining superior Finance, Accounting and Administrative professionals to meet and surpass your business goals.

Five Biggest Mistakes in Hiring and what can be done to avoid them Hiring the right people is critical to your success as a manager as well as the growth of your company.  If you or your staff has worked the extra hours required to cover a vacant position, the pain often adversely affects your personal life and your family.  Hiring the right person is of critical importance.

Mistake 1:  Not probing enough into why a candidate genuinely wants the position. Managers hire for aptitude and fire for attitude.  What is it that causes the chemistry friction to build between two individuals that eventually results in termination or resignation?  The root of this problem is often that the candidate did not really want the job in the first place.  Many strong candidates want stable, steady hours, short commutes, flexibility, work/life balance as well as meaningful job content and increasing pay.  During the hiring process are the real expectations of the position shared with the candidate?  Did the candidate clearly and openly communicate their short and long-term occupational and personal priorities and goals?   Mistake 2:  Not learning from history – prior reasons for leaving. Why did a candidate leave a certain job or stay in a job too long?  Ideally, there should be a track record of accomplishment, logic and consistency to a person’s career path and growth. Also, from an internal company perspective managers should identify why people previously left the position.  Meaningful exit interviews can reveal important information.  Building that knowledge into the next selection process can significantly reduce hiring mistakes.   Mistake 3:  Maintaining the status quo When you are ready to hire a person it is often a stressful time.  If you are replacing someone, the first reaction is often self-justification that the job content was correct but the departed employee was either incompetent or a bad “personality” fit.  The quick fix, status quo approach can be to “let’s leave things the same, let’s just get a better match in there.”  However this is an opportunity to build the organization by addressing some questions:  Can some of the work be redistributed to meet career goals of the remaining staff?  Have you previously thought through potential internal promotion candidates?  What should your organization look like and what skills will be needed in three to five years?  With this in mind you can craft a prioritized skills and aptitude list to use in identifying relevant, qualified talent.   Mistake 4:  Hiring in your own image. Many managers hire people like themselves – backgrounds, work experiences, values, type of schooling etc.  While there is a certain comfort, assumed loyalty and risk minimization in this approach it does not stretch or build the organization.  If a candidate is qualified and challenges your thinking during an interview but there is something that bothers you about them, don’t rule that candidate out prematurely.  Ask yourself why you are uncomfortable. If you can determine that you might be pushed out of your comfort zone – explore references, get other’s feedback and keep an open mind about that candidate.  He or she could be the one to help you build your organization to the next level and add to your depth and versatility as a Manager.  Additionally, if you hire externally that can be an added benefit if your company is struggling, needs to do things differently and/or values bringing fresh ideas and approaches into the organization.   Mistake 5:  Not Doing Careful Background and Reference Checks There is a fairly high percentage of false information presented in resumes and job applications.   While it takes extra effort, not doing a careful background and reference checks almost always results in problems later.  Proper reference checks should include at least two recent, past managers.  Most prior mangers will communicate about prior employees, unless there were problems, whereby company policy is then often cited to not give references.  It has been my experience that references typically fall into three categories:  Some are glowing; “everyone thought the world of her or him”.  Others are ok.  “Candidate met job requirements”.  The last group are literally criticized by their past employer.  References always tell a story.  At a minimum, the hiring manager can understand a candidate’s strengths and weaknesses and use that information to best on-board and develop the new hire.   About Advance Resources Advance Resources helps Finance, Accounting and Administrative Managers hire the best people possible. This further enables these managers to meet and achieve their business goals and build their organizations.   Comments are welcome.   For more information contact: Warren Deutsch, CPC at; Warren@advance-resources.com 704-274-9127 www.advance-resources.com   Copyright – all rights reserved – Advance Resources January 6, 2011

 

10 tips for working with recruiters

Recruiters can be extremely helpful to candidates in their job searches.  This is especially true if candidates follow these 10 tips for working with a recruiter. Through my years in recruiting and placement, I’ve seen candidates who employed these tactics be very successful.

1)   Sincerity: Be honest, genuine and sincere regarding your intentions to change jobs.  Recruiters want to work with job seekers who are sincere about changing jobs.  If you are just “thinking about “ changing jobs, share that with the recruiter and make a future ally for when the time comes that you really want to change positions.

2.)   Know your priorities: Be direct and clear about what your priorities are for your next position.  The more clear you are with a recruiter the more they can help you.  Your priorities should include work content desired, geography, commute, industry, cultural fit, work hours, any special needs and salary requirements (base pay, bonus and any relocation assistance required).

3.)   Know your strengths:  Tell the recruiter what your strengths are.  Be able to clearly share your strongest skills , including technically, interpersonally and in leadership attributes.

4.)   Be a STAR:  Be ready to share your best accomplishments in a STAR format:  What was a Situation you faced.  Task – What did you have to achieve?  Action – what action did you take?  This does not refer to the team – but what did you do individually?  Result – What was the result of your action.  If the result is quantifiable it is that much clearer and meaningful.

5.)   Have a Resume that Rocks: Winning resumes are well designed, and use  proper grammar and spelling.  They list responsibilities and accomplishments and focus  on the most recent positions.  Sentences are succinct and avoid jargon.  Check out the free software at www.fightthebull.com to ensure your writing is authentic and jargon-free.

6.)   Focus on communication:  Gain mutual commitment regarding methods and timings of communication with you.

7.)   Build chemistry and trust: Be sure you have acceptable chemistry and trust with the recruiter.  If chemistry and trust are absent, attempt to communicate your concerns with the recruiter and improve the situation.  If it still not acceptable – do not use that recruiter again.

8.)   Clarify expectations : Ensure expectations are clear.  Ask the recruiter for genuine feedback on your marketability and ask them to be real – and not to give you false hopes and expectations.  Ask if the recruiter thinks they can get you an interview. Ask what you can do to improve your chances for an interview.

9.)   Be reasonable: Have realistic expectations regarding your next position.   The best candidates are moving to new positions to work with a stronger company or because they are blocked in gaining expertise and substantive work growth in their current positions.

10.)  Understand your motivations: If you are moving for money or lack of appreciation in your current position – have that discussion with your Manager before you start the search.  Know where you are before you start so you can make the job search productive.