Blog entries April 2012
04/30/2012
Over-Qualified for the Job? …What Did They Really Mean? At first glance being “over-qualified” should be a positive. Who wouldn’t want an over-qualified attorney or accountant? I would take great comfort knowing that my brain surgeon was over-qualified. Being over-qualified would almost assure performance competency in virtually any professional I retained.
So what’s up with the poor over-qualified job candidate? Why in this one arena is he rejected and excluded from the coveted job offer when in any other environment, he would be preferred? What is really going on? Surely we can’t blame McDonald’s for a bit of skepticism if, in response to their opening for a District Manager, the Burger King CEO responds with interest. The ones who are granted interviews are as likely to succeed and get hired as the candidates attempting a lateral move, providing they don’t all get labeled as over-qualified.
I have seen every type of candidate but the truly inexperienced trainee be rejected for being over-qualified. It’s an amazing phenomenon. While many candidates become angry and confused, some are actually flattered and believe, while unquestionably backhanded, this form of rejection to be a compliment. Soon, in the midst of their after-interview hangovers, they come to realize that, much like coming in second, the flattered over-qualified still have no jobs.
Ask yourself the following:
Are you compatible with the image and tone of the company? – Remember the dot.coms and cool technology firms of the last decade? The image they projected was not merely one of chronological youth but one of excitement, enthusiasm and optimism. Companies are composites of the personalities they employ. Did you research the company’s personality and adjust your presentation style so that you would mirror and model accordingly? You shouldn’t have to become a different personality to get hired but do you have the versatility to fit in? And do you have the communication skill to show it?
Can you effectively deliver your message? There is no question that the delivery of a message determines "who gets it." While interviewing is an activity many fear, I encourage you to deliver a strong passion about who you are and project a mission about what you intend to do. Develop a "signature statement" that answers the question, "Tell me about yourself." Show-off you features and benefits, making sure to stay relevant with what the employer considers mission-critical to his company’s success. Does your voice stay at only one volume and tone? Do you sit up and lean forward when it’s time to make a strong point? How well do you make your point? Professional speakers know how persuasive if not downright contagious a message containing excitement can be. Ask any good evangelist or motivational speaker.
Make no mistake! Employers may disguise the rejection of a candidate with any reason they wish. The candidate must still take responsibility for the fact that somehow his game was off, learn from the experience and show-up to win the double-header next time.
Janice Worthington
04/18/2012
Six " Must-Haves" for a Successful Résumé Recently I surveyed a group hiring authorities. They came from different industries and business models, and included Human Resource Managers as well as Practice Managers, usually those to whom the new hires would be reporting. Though they differed in age, education and personality-types, they all agreed on several key points regarding the résumés they receive. They suggest the following:
Résumé Length – This endless dilemma for candidates was only a mild consideration for the experts. Certainly no one wanted a book-length presentation but my panel most often lamented those professionals who basically provide nothing more than one page lists of job histories. The Human Resource Managers found it difficult recommending candidates they barely knew and the decision-makers preferred those candidates whose presentations showcased skill sets, areas of expertise and performance highlights over those who adhered to the one-page rule.
Headlining Objectives – Used to identify the area of expertise or the title of the position a candidate is seeking, headline objectives define what the remainder of the résumé substantiates. As one HR screener said, “I can’t qualify you if I don’t know what you’re trying to qualify for!” While a candidate may not always know the specific title of each job for which he applies, he can still define his professional persona with a generic but definitive headline such as, “Executive – Level Finance & Accounting.”
Employment Histories – Impatience sets in when hiring managers under pressure are unable to decipher an employment history. In other words, functional résumés are out! One Chief Financial Officer believes that candidates must be hiding a bad employment record, a visit to rehab or a prison record when they clutter a résumé with 2 pages of accomplishments before “owning up” to where they’ve worked.
Job Descriptions – The biggest complaint from résumé readers was lack of clarity. Many candidates went into great detail about their day-to-day activities without defining the big picture in a job description. The best of candidates mentioned that they “managed all operational activities of 200 associates” without ever defining whether this was in a plant, warehouse or retail facility! Always explain what a company does so the reader can better understand your role.
Category Priorities – Why do candidates who garnered MBAs in 1972 choose to put their education immediately under their objectives? Employers believe that you will put your most impressive information first and often quit reading if your information is not timely or compelling. They suggest that you begin your résumé with your most relevant and eye-catching information. According to the experts, longer presentations that quickly “hook” the employer are given both time and attention.
Project-Focused Achievements – Not everyone is directly involved in making or saving a company money. Administrative and other support personnel not directly involved with money matters neglect to show their wares because they don’t believe they do much except that which appears in their job descriptions. What they don’t realize is that the special projects in which they were selected to participate reflect qualities and potential areas of experience that appeal to employers. Employers know that if an associate has been with one company any length of time he will inevitably become involved in technology, administrative or operational upgrades. Inquiring minds want to know!
Janice Worthington