March Madness: How to Play the Job-hunting Game to Win

March Madness: How to Play the Job-hunting Game to Win (By: Lou Adler)

It’s hard to win a game when the rules are made up after the winner is chosen.

In hiring this is pretty much the state of affairs. While there are some written rules, no one really follows them. If they did, there wouldn’t be many great people being hired. Unfortunately, most active job-seekers play the wrong game, and then become frustrated as their losses pile up. Recruiters make things worse, since they each use their favorite unwritten rules. Hiring managers compound the problem since most don’t even want to play.

So if you’re serious about a getting a better job, or any job for that matter, you first have to figure out which game is being played. Then you must do everything you can to break the rules and use your own instead.
(Special Note: I’ll be describing some game-winning strategies at a special webcast for job-seekers on March 28. )

The Biggest and Dumbest Rule of Them All: Using Skills-Infested Job Descriptions.

Possessing a list of skills, experiences, and academics using some arbitrary metric is the default rule. HR embraces this rule contending it’s the required legal validation (it isn’t) and sets it in stone, or at least in the HR handbook and ATS system.

The problem with this rule is that having the skills and experiences listed is no guarantee of successful on-the-job performance. A bigger problem is that using this rule eliminates the possibility of considering diversity candidates; light, but high-potential candidates; and top performers from other fields as possibilities.
From a practical standpoint, this default rule is broken every day. People promoted into these same jobs internally are hired based on their performance and potential, not their absolute level of skills and experiences. External candidates who are vouched for by current employees because of their exceptional performance form the second biggest group of people hired who don’t possess all of the skills.
So if you’re a job-seeker who is a top performer, but doesn’t meet the default standard, you’ll have to figure out a different way to get into the game.

The Second Biggest Rule: even if you get the interview, there are no rules for how to select the best candidate.

Techies overvalue tech. Senior managers overvalue their intuition. Less-skilled interviewers defer to their superiors. Candidates are assessed largely on their presentation skills, not their ability and motivation to do the work. And everyone is affected by first impressions. These errors are magnified when using a skills-infested job description, since it allows something other than the actual job to be the benchmark. The actual debriefing session is largely based on an up-down voting system where a safer “no” vote carries more weight than a yes, rewarding the weaker interviewer, since they can never be proved wrong. In these same sessions emotions and feelings are more persuasive than evidence. As a result, the person ultimately selected is often the compromise and least offensive candidate, not necessarily the best person.

There are other rules in the hiring game, but these are the big ones. Throughout my search career I attempted to impose some degree of order to this anarchic-like process. This was the genesis of Performance-based Hiring, based on the idea of defining the actual work as the standard of excellence rather than skills, and the use of a structured evidence-based assessment process rather than individual bias. I’ve been called wild ‘n crazy as a result.

We’ll be discussing how to play the game at the March 28 webcast, but to get ready here’s some quick advice:

1. Unless you’re a perfect fit for the job, don’t apply directly. It will be a waste of time. Some machine will spit you out as unqualified long before some recruiter gives your profile the 15-second review.
2. Use the backdoor to apply. First find out who the hiring manager or department head is. Then send this person a letter (yes, letter) and an email with a link to your LinkedIn profile. Make sure the line under your name on your online profile says you've accomplished something remarkable and job-related, like, “just finished training 12 sales reps and all of them made quota the first year!” In the letter, describe your 2-3 biggest accomplishments that roughly compare to the open job. Suggest that you’d like to arrange a 15-minute call to see if your background matches the company’s hiring needs.
3. Ask about the real job during the first five minutes of the phone screen or interview. If the interviewer is a box-checker, you’ll have no chance if your skills and experience are a bit off the mark. In this case, quickly ask something like, “Rather than wasting a lot of time, could you tell me about the big challenges or problems involved in the job? I can then give you a quick summary of some of my related accomplishments. Then if it makes sense to get serious we can arrange a more in-depth discussion."
4. Find someone credible who can personally vouch for your performance. A book could be written on this technique, but the idea here is that's it's better to be referred by someone rather than applying.

Of course, these aren’t all of the rules, but when someone is using flawed rules, or none at all, you might as well create your own. At least this way you’re more likely to be evaluated based on your ability and past performance, rather than on some arbitrary criteria and the quality of your first impression.
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Lou Adler (@LouA) is the Amazon best-selling author of Hire With Your Head (Wiley, 2007) and the award-winning Nightingale-Conant audio program, Talent Rules! His latest book, The Essential Guide for Hiring & Getting Hired, is now available as an Amazon Kindle eBook. You might want to join Lou's new LinkedIn group to discuss hiring related issues.

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Just Got Hired? 100 Days to the Perfect Start

Just Got Hired? 100 Days to the Perfect Start

You’re starting a new job. You’re good at what you do... or at least you were good at what you did at your old job. But now you’re unproven.

Now you need to get off to a great start... and you don’t have a lot of time to make that happen. If you’re a senior executive you probably have three months to stake out your position and take a few major – and visible – steps.

If you’re lower on the corporate ladder you might have even less time.

I haven’t started a new job in forever, so I found someone better to give advice: Jim Whitehurst. He’s gone from a management consultant at Boston Consulting Group to Treasurer and then Chief Operating Officer of Delta Airlines and is now the CEO of Red Hat, the $1.1 billion open source software company.

So yeah, he’s successfully started a few new jobs.

Here’s Jim on how to get off to the perfect start in your new job:

Deeply understand how the business creates value.

Obviously you need to learn how to do your job well, but more than that you need to understand the company’s competitive advantage and underlying value proposition to make sure those things happen.
Don’t assume your predecessor did.

When I reflect on what I do at Red Hat and what I did at Delta it’s absolutely night and day. I didn’t think about it at the time, but when I think back to Delta I realize I was pretty hard on people. An airline is a pennies and nickels kind of business with single-digit margins -- if you’re lucky. So I would challenge and direct and correct… I was extremely focused on execution and spent the majority of my time going through the details.

At Red Hat my focus is on talking to customers, to M & A prospects, to partners, to CIOs to find out where they think the future of tech is going…. We’re outward facing, customer facing, and all about the future, while the airline business is pretty well defined and the goal is to optimize within that box. Strategic long-term planning is a much bigger part of what I do now than it was at Delta.

Don’t assume the way you did your old job, or the way your new job was done before, is the way it should be done now.

If you want to succeed – and move up to higher levels – take the time to figure out how the company truly creates value.

Learn how to serve all of your constituents.

You may have direct reports. You may have external customers. You definitely have internal customers. Often many of your constituents have little to do with what you might think is your job.
In my role, over half of my time is not spent “running the business.” Talking to the press, to board members, investors, analysts, engaging in civic responsibilities (because you can’t be a leader without being a leader in the community where that company lives and works)….

At first I got frustrated by those demands. Then I realized I couldn’t run a full schedule the way I once did. I needed to be on the phone talking to legislators about issues. I needed to be on the phone with the governor-elect when he asked if I would host a session to get input from business leaders. All that "stuff" is really important to our company and our community.

You’ll start a job with certain expectations, but once you understand the needs of all your constituents you must redefine how you see your job and the way you perform it.

Learn about all of your constituents and determine how to serve them while creating value for your company. That might sound contradictory, but when you deeply understand how the company creates value and you deeply understand your constituents, it's not.

Stay focused on what you do best.

You were hired for a reason. Don’t lose sight of that reason as you take on your new duties.
Sometimes a company hires a new employee because they need specific things done and that person has done those things before. Sometimes a company hires a new employee who has the attributes they need instead of the person with the “right” set of skills experiences.

Often it’s a blend of both: You’re hired because of your skills and qualifications… but also because you bring qualities and attributes the company needs.

Never lose sight of what makes you different. You possess qualities and attributes other people don’t. That’s why you were hired.

Use them. But make sure you also...

Show what you will do differently.

Never assume what made you successful at one job will make you successful at your new job. Many executives fail because they try to apply what was successful in the past to a new business.

Understand the company’s competitive advantage, understand the needs of all your constituents, and decide how you can leverage your skills, experiences, and intangibles to stake out a position and take the job to another level.

Work extremely hard to deliver value... and soon the company may decide to take you to another level.

I also write for Inc.com; here are a few related articles:

• How to Spot a Remarkable Employee
• 5 Questions Great Job Candidates Ask
• How Much to Pay Outstanding Employees

(Photo courtesy flickr user Haonavy)

Authored and originally posted on Linkedin.com by:

   Jeff Haden