Candidate Tip - Part 10

I started the ‘Candidate Tip Series’ on this blog with the intent to answer recruitment related questions from readers. The series was also introduced in an attempt to avoid redundancy in replies. I tweet these tips on my twitter account too, and use the hash-tag #candidatetip.

If you are a candidate, hope this helps. If not, you can help send this post to people searching for answers. I’ll continue to take questions and should you have one, you can send it to thehrstore@gmail.com

Looking for the earlier posts on candidate tips? You can read them here

1. Putting your spouse's contact number on your resume isn't a great idea. Recruiter's would want to talk to the candidate.


2. Not a good idea to place an interviewer 'on-hold' during an interview. And not return to the call even after 5 mins! Enough reason to reject.


3. Words like 'hyper-active' don't sound great on your cover letter. You may want to rephrase.
   
4. Using wi-fi connectivity during interviews is fine. Just don’t get hooked to it and forget the very reason for being there.


5. Use your name as the file/doc name for your CV. Eg: .doc/.pdf. Names like 'Cool Boy', 'HR Bull', 'Chosen One' sound insane!


6. If you're referred by a friend for a job at the company he works, let him know you'll meet him after the interview. Stay focused.


7. Avoid using acronyms in interviews. Else, first give context and then use it. Saying BRX, MNJ, XYZ means nothing to anyone outside your current company. Explain it.


8. It's ok to follow-up with the recruiter/hiring manager on the status of your interview. A couple of mails should be fine. Don’t go over-board. If they still don’t reply, you wouldn’t want to work for them
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9. It's not a good sign when you want re-negotiate the job offer after you’ve accepted it. Think.


10. Take time. Read. Re-read. Ask questions. And only then say ‘Yes’.


11. It's ok to ask the hiring manager a few questions on his/her style of management. You'll know if it works for you or not.


12. Try to not change your contact number(s) in the middle of an interview process. If you really have to change it, keep the recruiter informed.


13. It's not a great idea to take another interview on phone, while you wait in the lobby for the present one to start! Not. A. Good. Idea.


14. Coming from a competitor definitely gives you an edge, but you still need to ace the interviews. Take nothing for granted!


15. Aggressiveness is an asset. Don't demonstrate by hitting the discussion table, to make ur point! It's not the same trait.


16. Getting a presentation to an interview is fine. Just don't force it on the interviewer; unless it was asked of you.


17. If you're invited for an interview outside the employer's office, it's your call whether to want to take it there or not.


18. Good hiring managers look for two must-have things in managerial candidates: (1) Emotional Quotient (2) Intelligence Quotient. Go prepared.

Things to leave off your resume!

• Links to your Facebook fan page, Twitter ID, blog (unless you manage a professional one for the business)


• Quotes from references. Really! Your reference will be contacted at a later time and given sufficient time to talk about your candidature.


• Your photograph. Take it off, unless you’re asked explicitly to add one to your resume.


• Confidential information from current employer, such as, links to your work that you’ve placed on a personal site (I’ve come across such a resume!)


• Personal information: about your spouse (where he/she works, company name, etc.), kids or neighbor’s dogs.


• Leave the resume looking professional. Don’t jazz up the background or have a font that’s best used on a greeting card!


• Weird email ID’s. Here’s why: http://bit.ly/2UphZ6


• Redundant contact details. If you don’t want to be reached, then don’t send out the resume!


• Abbreviations, acronyms and writing the entire resume in CAPS!

High Salary + Wrong Job = Failed Offer

Truly, that’s one mathematical equation which never fails. It’s stood the test of time and has come out winning each time.

Often I get questions around whether one should take an offer which they aren’t convinced is good enough for them on the work front. But the compensation was so high that they were forced (by their own mind) to reconsider the offer. Only to realize that six months later, they’re stuck with a job which they were better off not taking up. What went wrong?

Should you even worry if you got paid an exorbitant amount of salary that was way above others in the market?

Well, anything in the extreme spectrum (too good or too bad) is often unbalanced. Maybe, just maybe, there a good chance that you were the best there is for the role. Really. It’s possible. However, an employer might tend to pay high since they couldn’t find anyone to join them for a particular role. They then met a person (you) who came closest to matching their requirements. They went all out to get you onboard. The high price definitely had its own pull.

Either that happened, or the role might not have enough meat in it to attract top-notch talent. And keep them motivated.

This might sound fascinating or even confusing for people reading this, how could one not be happy in a job that pays so well? To be honest, that’s really the short-term plan kicking-in. Ever wondered what would happen if you were to look for another job? First, your current compensation will be way above what other employers can pay for a similar skill. You could really just scare them away! Second, your resume will have a quick job change listed on it, possibly weakening it a bit.

So, what should one do if confronted with this situation?

You could ask to tweak the compensation structure, if possible/allowed. The structure could help you keep the salary just about competitive enough to beat the market. While the remaining part of the compensation can be used for other benefits, such as, bonuses, stock options, travel/book/car/fuel allowance or work from home benefits with necessary equipment for the home-office.

Finally, if salary is the ONLY deciding factor in an offer, you may want to think again. Keep your options open and you could get a well-balanced offer in your hands. Most importantly, you’ll need an offer that wouldn't jeopardize your long-term plans.

Good luck!

Does HR have a sense of humor?

A recent discussion with friends, led me to ask this question.

Does HR have a sense of humor?

My first reaction was, “Yes!”. Obvious choice? Not really. I really do believe that, since I’ve met HR people with a great sense of humor. However, many in the group disagreed. So I decided to ask this question to an open audience. One way to validate was to go out there and ask folks who have/are interacting with HR on a regular basis. Twitter provided that perfect platform to test the question and some of the replies I got are here, here, here, here & finally here! Maybe my friends had a point, since it didn’t come as a surprise to them that most people think HR doesn’t have a sense of humor!

I’m not out to counter those replies, but I’m just as curious to know why folks feel the way they do about HR. One plausible answer could be, just maybe, most often than not, a company’s HR team is the first point of contact to people outside the company. It’s a huge responsibility to represent one’s firm/company in the right light. So that to some extent plays a part in taking away the funny side of HR. Another possibility could be that HR fears they won’t be taken seriously or considered to be professional in their approach towards work.

On second thoughts, a sense of humor is more a personality trait. It’s the hallmark of great salesmen or manager. Even good leadership relies on well-timed sense of humor to energize employees. So maybe it’s time to ask the serious-type HR folks to chill-out a bit. It’s possible. Heck! Even job-descriptions have sense-of-humor listed as a requirement for roles that have a client-facing function! I suppose we can categorize HR as a role that has client interactions too. No? Why then ask for something that one doesn’t follow? Beats me.

So here’s a message to all HR folks: Have fun! Spread some laughter. It acts as an ice-breaker.

Go break a leg! Figuratively, duh!

I don't know.

I don’t know, are the three words that I would like to hear from interviewees, when then don’t have an answer to an interview question. It's much better than rambling on with answers that absolutely make no sense. Really.

Beware! Show some discretion (Read: common sense) in using them for questions for which you really don’t have an answer. Those questions don’t include, “Why are you looking for a change?”, “Why do you want to work here?” or something along the same lines.

Fear of getting rejected at interviews or even getting judged, puts undue pressure on some candidates to come up with answers that absolutely make no sense. While on the contrary, the very reason to reject that person would have been the answers. A good interviewer isn’t expecting you to know answers to every question. They only try and check your approach towards a solution for a certain problem (or question). The way you approach a problem will tell a lot more than the actual solution itself.

Now that you have told, “I don’t know”, what’s next? There is a couple of ways that might help you gain the interviewer’s confidence.

First, ask for the answer. In my experience, I’ve noticed that candidates tend to go on the back-foot or get defensive or go into a shell, when they don’t know an answer. It’s that awkward minute between an unanswered question to the next question that you should grab with both hands. Ask for the answer. Yes, it’s that simple. You could say, “I don’t know, but I’d like to know the answer to the question. It will help me understand the topic.” You’ll be surprised that a trained interviewer actually looks for such traits in candidates.
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Second, don’t use the clichéd, “I don’t know the answer, but I’m a quick learner.” It means zilch to a person trying to determine your approach. In case you are uncomfortable asking for the answer during the interview, it’s ok. Make a note of that question. Get back home. Dig for answers, either through books, blogs, online, whatever it takes to get the answer. Mail it to the interviewer with mention of the sources you used to get to the answer. This is an approach that very few candidates take and it could help you stand out in a crowd. Your efforts will definitely be recognized by good interviewers.

Saying “I don’t know” is one of the easiest answers for a question that one doesn’t know the answer to. It’s what you do about the don’t-know-part that counts.

Good luck!

Guest Post: Stopping yourself when you react to others pushing your buttons

Author: Carolyn Matheson
Twitter: @capcoach

We all know what it feels like to have our buttons pushed. Something happens, that seems to take us over, every muscle in our body tightens up and we turn into somebody no one wants to be around.

Steve was in a rush to get to the store but someone else took the parking space he had his eye on. His button had been pushed. He was going to let the other driver know how mad he made him and that he couldn't get away with taking his car park space. Leaping out of the car he started waving his fists and swearing at the other driver who was taken aback in shock.
In his anger, it didn't occur to Steve that the other driver did not have a personal vendetta against him. He had just been told his department at work was about to be re-organized making him angry and fearful even before he reached the store. The final straw was the other driver and Steve allowed him to push a button which was ready to be triggered by almost anything. Steve's reaction was an immediate and emotional response, with little thought to the consequences.

As he got back in the car his stomach was tied up in knots, his heart racing, he put his head in his clammy and sweaty hands. A thought popped into his head, 'what was that all about, I am so ashamed of my behaviour'.

The more you know about what is likely to push your buttons, the more you can anticipate your reaction and be ready with simple tactics. Often something has happened just before you started to become defensive. It is easy to blame others - the boss, family, colleagues, the economy, debts; anyone but ourselves.

Warning signs that you might be susceptible to button pushing:

• Extreme tiredness, inability to relax, difficulty in sleeping, overactive mind, feeling very disconnected from yourself and others.


• Waking up in the morning and wanting to go straight back to sleep.


• Worried about health, money or work.


• Easily distracted and having difficulty concentrating. What are your warning signs?

Suggestions to stop you reacting to other people

• Say No! Don't take on more than you can handle


• No one pushes our buttons like our children. If you recognise that you are about to react, keep your lips firmly sealed. Step away from the situation for a while and think through your options. Go for a walk. Just a 15 minutes’ walk is enough to unfreeze your brain so you gain a different perspective.


• Put yourself first. I have noticed that when I am calm and relaxed it is much easier to deal with anything that life throws at me.


• Discover the power of laughter. If you get tense, the negative energy will increase. You can't laugh and be angry at the same time. It's impossible!

About the author:

Carolyn Matheson is a Master Certified Coach, and works with executives and their teams across the world. She is one of the world’s leading executive coaches whose world turned upside down 5 years ago when diagnosed with a chronic illness.

Entrepreneurial instincts

Here’s a question that I’d recently asked on Twitter.

Does HR value people with entrepreneurial instincts ? Or do we try and fit square pegs in round holes?

Surprisingly, I got consistent replies from across geographies. The answer was – No, HR doesn’t value entrepreneurial instincts. We try and fit square pegs in round holes. There are multiple answers to this question. Some may work, others might not. Some have the required flexibility, while others deal with rigidity.

As clichéd as it sounds, entrepreneurs are a rare breed. They come with characteristics and traits that differ a lot from most people. Traits include (but not limited to): high competency, high levels of risk taking, high self confidence and very competitive, creative bent of mind, innovative spirit, proactive behavior and need for freedom at workplace.

Given that we know certain traits of an entrepreneur it brings me to ask a couple of questions:

What can HR do to value entrepreneurial instincts?

• To start with, it can improve the talent management system in the organization that gives flexibility to entrepreneurs to choose their career paths.
  
• Map the entrepreneurial traits identified and create performance management systems that include innovation at the center of the review. Look towards the results achieved rather than the approach.
  
• Encourage and train managers to accept or have for a higher tolerance for failure. Not all entrepreneurial ideas will take off.
  
• Get the recruiters to hire right. If the Company doesn’t have a culture that supports entrepreneurship, then it doesn’t make sense to get someone who will eventually leave you just as quickly. It’s critical to identify what’s needed for the role.
  
• Work closely with managers to indentify what percentage of their workforce needs to be entrepreneurs. Not everyone needs to be an entrepreneur.
  
• Have a robust feedback system. Entrepreneurs need to be given feedback on a regular basis.
  
• Bring in transparency into the performance review system. Employees need to know the parameters that define the role of an entrepreneur. However, there’s a catch to this approach. You cannot have performance review processes that make it mandatory for innovation! It’ll back-fire big time, since this approach will ask employees to take up roles that they aren’t comfortable with.
  
• Promote the jobs internally within the organization and then share it with the outside world. Employees must be encouraged, based on their competencies, to take up roles that require innovation. And they’ll appreciate the role was shared with them first.
  
• Money matters. Even to that entrepreneur who tells you that he wants freedom for innovation above all else. Really. Pay structures need to be flexible depending on the role that one play’s in the Company. Entrepreneurs should have a high incentive plan, that’s directly linked to their performance. Better performance means more money.

Why doesn’t HR value entrepreneurship instincts in employees?

• The challenge is not in accepting the need for entrepreneurship within the Company. It’s the lack awareness on how to make the fit happen. The need to look for a way to fit in innovation, risks and costs involved, are a bigger challenge. There’s already a team in place and business has defined its goals and objectives. Challenging status quo in a process oriented Company might not work in the best interest of the Company.
  
• Company culture plays an important role for hiring/retaining entrepreneurs. If the culture doesn’t support the system to fit in entrepreneurs, then it’s a disservice to both the candidate and the Company to come together to work.
  
• HR might not have been given the authority to take the call on hiring entrepreneurs. It means that HR/recruiter will eventually fall back on the hiring manager who’ll make the decision.
  
• Lack of transparency might make it really hard to determine if the Company really needs an entrepreneur. If not, not amount of talking/incentives/promises will keep them back.
  
• It could also be a result of of not identifying the candidate's entrepreneurial instinct at the hiring stage.

What’s your take? Your replies will give some food-for-thought to HR readers of this blog.

An inspiring speech!

Found this video clip of Steve Jobs' 2005 Stanford Commencement Address. It's an inspiring speech and worth the 15 mins spent listening to it.

Dealing with career change

From a reader:

Why is it so difficult to change the sectors and profiles one is working in? I have worked in an industry for 3 years, beyond which I would like to try out something new, a different industry. But somehow one doesn't get calls for these kinds of roles or opportunity. For example, someone who has worked as a fresher in the IT industry, as a Business Analyst, does not get calls for sales in FMCG or marketing in a non IT company despite the appropriate educational background. What can one do to pursue such kind of a change?

Thanks.

Good question! Yes, I agree it’s difficult to change careers after spending three years in an industry, but it not impossible. Yes, your competition changes significantly when you want to carve out your career in a different field. Yet, there are ways to get calls from the desired industry. That’s not going to happen if you’re trying to squeeze in time while holding the current job. You’ll have to go the extra mile.

Here are some tips to get you into a career in the industry of your choice:

Understand the industry landscape: While there’s an intention to change your career, you may want to take that step forward with enough information at hand. There’s a ton of information available online, on blogs, networking sites, white papers, webinars, etc. Try and get yourself educated with enough info from the industry. You’ll know whether you have the required info when you are able to answer the question: What does it take to get into the new role?

Map overlapping skills: After you’ve gathered enough info to understand the required skills for the new role, map them to the skills that you possess. It will help you analyze the gaps in certain skills required for the role and work on it.

Start networking: It’s obvious, isn’t it? Your best source for info/jobs in the industry, must and will, come from people working in that field. Get on to those networking sites (LinkedIn, Twitter, Facebook, etc.) Just a word of caution, networking is a 2-way street. You’ll have to invest time and effort in discussions and interactions. People will show interest only if you show potential and are aware of the know-how of the industry.

Be flexible: Three years work experience needn’t necessarily mean anything to a recruiter or hiring manager from a completely different industry. They’ll be ready to give you an opportunity, only if you show some flexibility. And flexibility could be around: role, work status (full time v/s contract), salary, benefits, perks, etc. Show them you’re willing to put in extra to learn the ropes. Chances of getting hired on potential are very high!

Get yourself a mentor: This could be the single most important thing for anyone looking for a career change. Invest time in locating the key people in the desired industry and identify a mentor for yourself. Go get yourself a mentor who will guide, train, prepare, provide expertise and share contacts with you, from the field. It will help you improve your learning curve. The mentor wouldn’t do your job for you, but will help you get on the right track to achieve your goals.

Informational Interviews: Well, you done your part of understanding the landscape, networked like never before, identified a mentor. What next? Ask for informational interviews from experts in the field. If need be, go out of your way to accommodate yourself to their schedule. Remember, you want this more than them. Informational interviews are an excellent opportunity to get you aligned with the needs of the industry. They also act as an opportunity for you to showcase your potential. For all you know, the person taking the interview might actually end up hiring up! You can never rule out possibilities. No?

Shadow-work with professionals: Another area where networking will pay off big time. Try and locate experts/professionals from the desired industry and check if you can shadow-work with them. It’s a great opportunity to learn on the job. If possible, share your views with them. It helps refine your approach to the task at hand. Yes, you don’t get paid. Maybe, you don’t want to get paid, since you have a contract with the current employer.

Patience: Your career change isn’t going to happen overnight. You’ll have to spend loads of time and do the right things to get to where you want to be. Patience plays a big role in your decision. The more you have it, the better it get for you. It might even include lifestyle adjustments (including financial decisions) that need to be made.

Resume that captures your preparation: This is the crucial point in any career change. Do you have a resume that speaks of your effort that has gone into preparing and learning for the role?

Career changes are possible. Really. I’ve seen people make it happen. But there really isn’t any shortcut to reach your goal. Atleast, not one that I know of.

Good luck!

Candidate Tip - Part 6

Few months back, I started the ‘Candidate Tip Series’ on this blog with an intention to answer recruitment related questions from readers. The series was introduced in an attempt to avoid redundancy in replies. I tweet these tips on my twitter account too, and #candidatetip for the tips.

If you are a candidate, hope this helps. If not, you can help send this post to people searching for answers. I’ll continue to take questions and should you have one, you can send it to thehrstore@gmail.com

Looking for the earlier posts on candidate tips? You can read them here.

1. You don't need to put your photograph on the resume, unless you're asked to put it. Looks very tacky and needless to say a good recruiter/hiring manager isn’t going to hire you for the looks, unless the role demands it.



2. It's ok to mail the recruiter/hiring manager, asking for an interview feedback. Moderation is the key. Don’t flood them with calls/mails every waking hour.



3. It’s fine that you are the kind who laughs a lot, but please answer the question. Laughing is not an answer. Yes or No, are the only two choices.



4. It's a phone interview. Didn't you know you shouldn’t talk when you have food in your mouth? Basic manners. Well, it’s a scheduled interview. You either eat or you talk.



5. If you reject a job offer, then I assume you've given it enough thought before deciding. Asking to reconsider might not always work.



6. You don’t need to put on a 'fake' accent in an interview! Why would you want to? Beats me. Talk slow. Listen well. Be precise.



7. Telling an interviewer that you got delayed because you went shopping before an interview, doesn’t really going down well. Retail therapy before an interview? Seriously!



8. I know music is soothing, but please switch off that radio in the b/ground. It's an interview! Not a music-fest.



9. On Skype video-discussion, make sure you keep your pet away from the screen. Yes, I understand he’s excited too, but this is an interview!



10. If you've given a secondary contact number, then please keep the owner of that number informed. An interview isn’t a spam call!



11. Attending an HR interview doesn’t mean you'll get an offer! Its part of the interview process and your callous attitude could cost you the job. It’s never over, until it’s over. Remember?



12. If you want to take the interview in a different language, then let the recruiter know your preference while scheduling the call. They either come prepared or send someone who understands the language or use an interpreter.

Perspectives

From a reader:

I am a litigating lawyer and have been with my current firm for almost 4 years (I joined them straight after college). About 3 years back I got married and took a transfer to a different location. I have really learnt a lot with the current firm and have been given a lot of opportunities. But I'm really bored here now. I feel like I'm being taken for granted and am not getting the full recognition from my bosses (my immediate boss and the one above him) though my clients now specifically ask for me to handle their matters (which is a big big deal when I'm barely 4 years into the profession and get to handle matters involving a ton of money). I can handle work pressure but the stress created by my boss is tough to handle. For instance, I have a junior who is supposed to be exclusively working with me but my boss gives him independent work and keeps him busy, which means I’m effectively on my own.

Anyway, I want to make a move to a company where the work & ambience will be very different from a litigation firm. I don't want to move to another firm because there is just too much stress and I really need a break. But I am scared to take the plunge - what if I can't adjust in a company since I am so used to a firm? As in I do a lot of my work independently and my bosses don't really interfere with the calls I make on my matters. I will have a strict hierarchy & reporting structure in a company.

I'm confused. Please help.

Well, I’m going to take your question in parts and answer them to the point.

First, at the current firm, you’re getting to do your own thing which means that the boss trusts your decisions completely. Now, that could also translate to the fact that he doesn’t have to spend time reviewing your work. It then brings us to the fact that your boredom isn’t really due to the lack of opportunities. It’s stemming from the fact that while you need to be given space to do your own thing, you are also asking for recognition for it. That may not be the way that your manager sees the situation. He might feel that the best recognition has been given in the form of letting you do your own thing! No? It’s going to be a matter of perspectives, until you sit down with your manager and share your views.

Getting opportunities of the kind that you’ve described are rare to come by at an early stage in one’s career. It looks very likely that the hidden reason for a job change is the working relationship with your manager. You may want to address that quickly. It could also be that your manager’s seeing the appreciation from clients and doesn’t really want to make changes in working styles that could backfire.

Stress which you feel is created by the manager (like giving work to your direct report) could be sorted out too. Talk it out to your manager. He needs to know that you aren’t comfortable with his approach and that you are responsible for the performance of your direct report. For all practical purposes, he might feel that your direct report is under utilized or the job allotted doesn’t fall under your activities. It’ll stay that way if you ignore the issue and wish it to go away! Start with having a discussion. Try and be candid.

Here’s a tip though, most often there’s a tendency to bring up an issue when it happens. For example, you may want to bring it up the next time you see your boss assigning work to your direct report. That could be plain bad timing! Since there could be urgency around getting that specific work done and you could look like delaying it. On the contrary, have the discussion once your direct report finishes the work and hands it over to your boss. You can then explain your stand when things are calm. Start with explaining that when works gets allotted without your knowledge, it becomes hard for you to plan your deliverables. It could also put the direct report under dilemma to prioritize his work, leading to delay in completion of projects. Your boss needs to know that his approach is hampering your work. The way I see it now is that you are delaying having that discussion with him sand you’re taking on the work that your direct report would have otherwise completed for you. Obviously, leading to a lot of frustration! Speak up.

If you like what you are doing and see a lot of opportunities, why would you choose to change jobs? Beats me. Often, the very idea for a job change crops up when the reason for the change could have been addressed in the first place. Makes sense? To be honest, you might get the same opportunities in a Company, but the number of people in there is going to be tough competition to beat. Not due to lack of competency. Not due to lack of knowledge. It’s a number game in a bigger Company and that’s going to take a while to beat. Also, there will be processes and procedures to follow. That might prove to be a challenge for someone who is used to working independently. It will work, provided you have the patience to ace the system.

The bottom line is that you have chance to sort out differences with your manager at the current firm. It might lead you to give up things that you would have liked if it was done your way. You’ll get things that you didn’t expect would come your way. That’s the way these discussions go. Once you are done having that discussion, you can then decide if it’s worth sticking with the firm. Your decision will then have more objective reasoning.

Good luck!

Can I record my job interview?

I’m looking for a job change and have been interviewing with select employers. I’ve noticed that most interview processes start with a phone-interview. The interviewer is either the hiring manager or a person from the technical panel. I want to know if I can record phone interviews. I’m interested in working on the questions asked in the interviews, since it will help me prepare for future interviews.

Thanks.

Well, must say, this is an interesting question. While you’ve got a valid reason to record phone interviews, to start with, you will need the consent of the interviewer.

Getting consent is very tricky since there are dependencies attached to it. First, the Company/interviewer will need to address the legalities involved in giving consent. Read: Potential lawsuits. Second, far too many interviewers aren’t trained at taking interviews and might end up saying or committing to things that aren’t in their control. They might fear you’ll hold them responsible for it at a later stage.

Let’s assume you do get consent, I suspect there’s a high possibility that the interviewer might show restraint in sharing information around confidential data, career growth, details around compensation, etc. On the other hand, nothing stops you from pressing the record button on the phone, as long as you are using it ONLY for your own purpose and you don’t hold the Company/interviewer responsible for anything committed in the discussion. I would suggest you don’t do that and instead take notes.

That prompts me to ask: What is stopping you from taking notes during an interview?

If you do take notes, you can write back to the interviewer, sharing your understanding of the role and responsibilities required for the job. If there really is a technical question that you need help with getting answers, here’s an approach that might work in your favor. Write down the question during the interview. Once you’re done with the interview, search for answers (online, books, peers, friends, etc.). Mail the interviewer with answers to the question that you weren’t to answer in the interview. In my experience, good interviewers for mighty impressed with candidates that follow this approach. It tells them three things. One, you are keen about the role. Two, you've demostrated your keenness by getting back to them with solutions. Three, you are receptive to feedback. It's a combination that interviewers look for and will help you stand out among many applicants.

Good luck!

Guest Post: Perceptions of HR

Author: Monika Manchanda

Thanks for the honor of asking me to write a guest post. It’s a great feeling and whatever else I wanted to say here…Prateek stole it from me! I am telling you guys it’s like he read my thoughts and then put them in the introduction to this post. Just kidding…

Let me get down to the business of writing the post.

When I started to write a guest post for an HR blog my first thought of was does the term HR mean to a person in any organization. If you run a poll in an organization, 80% of them consider staffing or recruitment as the HR’s primary function. This isn’t what I think. I personally think staffing or recruitment should only be a part of HR.

Off course, every working person’s bible - Wiki has to say about HR:

“Human resources is a term used to refer to how employees are managed by organizations”

What role does HR play during an employee’s tenure with his/ her organization? I think the real HR work begins after a person is hired. Day to day activities like helping them settle down on the first day, legal formalities taken care of and introductions to the team made are things that a newly inducted employee looks forward too. They say first impressions count! The HR team must be able to handle the non technical trainings and most importantly handle the all important ‘Career Development’ aspect of an employee’s future in the company. According to me, the HR person must be able to gauge and understand a new employee’s goals’ and aspirations. They must be able to seamless integrate the candidate’s plans and the company’s plans. Over time a manager will have a clearer view of a person’s capability and determine their future goals within the organization but, the hope must be kick-started by a staffing expert.

Unfortunately, in reality a person sees the HR twice – the day we join a company and during the appraisal period. It always helps having a friend in the HR department! Or so it seems.

In most of the organizations I have worked in a career spanning over 9 years, I have noticed that all of them have only taken the hiring aspect of HR seriously. This creates a negative attitude towards HR in most of the employee’s minds; which is not necessarily true. However, one of my previous employers did a brilliant job in segregating and defining the various functions of HR. To say that it was helpful would be an understatement.

So, I will conclude this post with a simple expectation. I believe HR is the only section in an organization which has the capability of being transparent and communicable to an employee even before joining, to the day we leave a company. They are the face of a company.

About the Author:
Monika is a technology professional with over 9 years of work experience in the software industry. She has currently taken a break from corporate life and is enjoying time with her son, gardening, traveling and writing.

Remote HR. Possible?

From my discussion with a reader:

Scenario: An employee works for a firm that doesn’t have an in-house HR team. Most of the HR related work (staffing, employee relations, performance reviews, general HR activities etc.,) are managed from a remote location. Email and phone are the best available options for communication. The HR person does visit remote locations once in a while to spend time with the employees.

Now, the employee is planning to quit, citing better career opportunities. Manager has initiated the exit process and asks HR to complete their part in the exit process. HR calls in from headquarters to conduct the exit interview. Asks employee the reason for deciding to quit and even tries their best to retain the employee. The HR has had very limited discussions in the past and have only stepped in when there’s a crisis. The employee isn’t comfortable answering most of the questions, because the HR person conducting the interview hasn’t even met/seen the employee.

I was informed it’s the same with other HR related activities too.

Leads me to ask: Does managing HR remotely work?

Well, if we consider the above scenario, the answer is a ‘No’. Managing HR from a remote location would mean that you still don’t get to feel the pulse of the organization. You really can’t expect employees to open up in a discussion with a HR person they’ve never met before. When it happens in an exit interview, you can be rest assured that it’s not going to be taken well.

Might have worked differently if it was a couple of employees working remotely and HR steps in to cater to their needs. It’s then a given, that HR will communicate only via phone/mail. It wouldn’t be possible to fly out to go meet just the two employees working remotely. Cost is a major deterrent. This is exactly the reason why managers are hesitant to let employees work remotely. In-person communication always has an advantage over remote discussions. Period. Agreed that there’s enough high-end technology that might help HR manage employees working in remote locations, yet, it doesn’t substitute for an in-person discussion.

Among various HR activities, employee relations top the list of HR activities that requires face-to-face interaction. Though emails/phone calls can answer the queries, it doesn’t allow one get a feel for non-verbal communication. That’s about 70% of every discussion! An exit interview provides a great chance to understand the reason for an employee’s exit. It could maybe even help with getting enough data for rehiring the employee in future. That would only be possible if you showed up in-person at the remote location.

There are a couple of repercussions that I can see stemming from having a remote HR team. First, managing cultural differences across locations can prove to be a challenge for a remote HR team. Second, future hiring can take a hit if either current/exiting employees voice their opinion on not having a local HR team to cater to their needs.

I’m not discounting the fact that there could possibly be a ton of advantages (cost, infrastructure, time, headcount, etc.,) which prompts HR team to work remotely. These costs will become negligible, when compared to the cost of losing great talent. Especially when you’re dealing with people who are helping you grow revenue, talking on behalf of your Company or bringing in good talent through referrals.

Choose wisely.

What will get you rehired? Or not.

Your chances of getting rehired are blown away, if:

You’d sent your resignation via voicemail / text / fax.
As silly as it sounds, I’ve come across people who chose to send their resignation over phone! The only way to do it is in-person, unless you are working remotely.

You didn’t serve out the required notice period.
Yes, we know you got a better job offer elsewhere. That doesn’t give you the right to walk away without serving your notice period. Your unfinished work landed on your colleague’s plates, not that they don’t already have enough to do!

You left your team members high & dry in the middle of a critical project.
Again, we know you got yourself a great job, but your team members haven’t forgotten your act.

Performance was the primary reason for your exit.
The job still requires the same skills. Not many companies take it well even if you’ve been away from over a year.

You were fired for disciplinary action.
Remember that sexist comment you passed on your colleague…during work hours? Yep, people haven’t forgotten that. Nor have they forgotten that drunken incident on that fateful Friday. Drinks were on-the-house, so was your behavior!

On the contrary, you’re chances of getting rehired increases, when:

You left on a positive note. (Captain Obvious? Yes!)
Searching for a job can get one to do crazy things, like asking to get rehired after burning bridges with the previous employer. No, they aren’t interested.

Ready to start afresh.
That would mean salary, benefits, perks and insurance. Everything. Your ego too. Period.

Good rapport with the team members.
You might the manager’s pet, but nobody wants to work with a team member who doesn’t gel well.

Your team members want to refer you back.
Managers are employees too. Chances are that your previous manager has quit as well. That would leave your team members to refer you back. Would they?

What have you gained since the time you left?
Very important question that deserves a well thought out answer. Be honest.

You’re ready to undergo the interview grind, one more time.
Being in the role earlier doesn’t guarantee you a place in the team. Get yourself prepared for the interview grind.

Your previous Company wants you back!
This has to be the best case scenario for getting rehired.

In the end, opting to get rehired starts with answering a very basic question: Is this your ONLY option?

What would you do? Take a quick poll.

Candidate Tip - Part 4

Few months back, I had started the ‘Candidate Tip Series’ with the intention to answer hiring related questions from readers. The series was introduced in an attempt to avoid redundancy in replies.

Further, I tweet these tips on my twitter account too using #candidatetip. If you are a candidate, hope this helps. If not, you can help send this post to anyone searching for answers. I’ll continue to take questions and should you have one, you can send it to thehrstore@gmail.com

Looking for the earlier posts on candidate tips? Here’s part – 1, 2 and 3.

Here’s Part – 4:

Don't pick up the phone & start texting during an interview! If it's that important, keep the interviewer informed that you are expecting a text message that needs your reply. It’s obvious, you need to inform the interviewer before the start of the interview.

No, you can’t invite your wife for a luncheon that's specifically organized for you to get to know the team. Family day will come later.

Flying you down for an interview is an expensive deal. So missing a flight doesn’t show you in good light. It’s always better to be early at the airport. Plan well.

Nervousness while interviewing is ok. But don't ramble on when you don’t know the answer. It's ok to not know a few things.

When asked, "Do you have any questions?" in an interview. Ask. Don't wait for the offer letter to get to know the company. Might be late. You would have wasted everyone’s time. Especially your time.

You might have submitted your resume earlier, but it's ok to carry an updated one (if any) for the interview. However, keep the interviewer informed before the start of the interview.

No, you can't involve your spouse in the offer discussion! Red flag! Where did that come from? You were interviewed for the role. Did the interviewer miss catching something during the interview?

Cracking too many smarta$$ jokes / just laughing for no reason during an interview doesn't go in your favor. It question’s your very interest in the role. That might not even be true!

It's advisable to plan well & take the telephonic interview in a calm/silent place. That background noise might drown out our answer.

Increase in your personal expense isn't a 'valid' reason to ask for a hike! You don't need a hike, u need better money management. Think before you talk.

Guest Post: Three Mistakes - Innovation as a Culture

Author: Prateek

When ‘The HR Store’ asked me to write a guest post for his blog, I was not only surprised but overwhelmed with gratitude. The gratitude because, one of the best compliments you can get from a blogger is that he thinks your views are worthy enough to be displayed on his blog. And surprised because his being a blog of a niche focus in the area of HR, and my credentials in the field are limited to reading a couple of books and interacting with working HR professionals in couple of organizations. So for this blog post I have picked up a topic which has always been something which I look up to in an organization. My level of respect and adoration grows leaps and bounds for any organization who can display the elusive traits of Innovation.

Innovation as an organization culture has always been a nightmare for organizations. The perfect blend of processes that might nurture innovation in the organization has eluded professionals across the globe. There have been companies that have invested millions of dollars to get the better of the competition year after year.

Steven Jobs is one professional who I have always looked up to, for his clarity of thought and vision for an organization. If anyone has been able to inculcate a culture of innovation successfully in an organization, that person would be Jobs. I present here my learning from reading about Jobs & Apple, on Innovation.

Dollars vs. People
"Innovation has nothing to do with how many R&D dollars you have. When Apple came up with the Mac, IBM was spending at least 100 times more on R&D. It's not about money. It's about the people you have, how you're led, and how much you get it."-- Steve Jobs, Fortune, Nov. 9, 1998

One common mistake a lot of organizations do to be innovative, is choosing a wrong starting point. You have got it wrong in the first place if your idea of innovation starts with an R&D budget. The idea of innovation is not having a fixed amount to money to spend, but to identify a set of people who are willing to bring about change in an organization, who have the ability and vision to produce next level of products or services. There should be a budget for financial responsibility and accountability for sure, but the idea that a budget is allocated based on current mindset and vision of an organization to innovate is flawed. R&D organizations need to be restructured independently, with a set of goals that's in-line with that of the organizations.

Age vs. Experience
"It's rare that you see an artist in his 30s or 40s able to really contribute something amazing."-- Steve Jobs, At age 29, in Playboy, February 1985

If we actually look at innovation, it's more of an art than science; it's less of process and more of out-of-box abilities of a person or even an organization. As Steve Jobs points out, age is often an ignored criterion but somewhere in configuring an overall organization mix to establish innovation as culture this needs to be considered. There are two ages of people where the innovation peaks, one in early age mainly triggered of the youth & enthusiasm to keep trying that which is not tried. One that involves taking risks traversing unchartered or untried territories. The second time is late into one's professional career where experience teaches people of ways that things could work; the fall-outs and possible areas of improvement. Though an organization cannot ensure this non traditional distribution of age for innovation, it can be work towards providing a borderless culture to allow the voice of youth and experience to communicate and ideate. This probably is the best shot at innovation, because talent which can be innovative is present within most organizations, but often the channel or medium to communicate those ideas to a level where something sufficient can be achieved is missing.

Process vs. Individuals
"It is hard to think that a $2 billion company with 4,300-plus people couldn't compete with six people in blue jeans."-- Steve Jobs on Apple's lawsuit following his resignation to form NeXT (Newsweek, Sept. 30, 1985)

This is a million dollar observation! Mighty giants with thousands of brains working in tandem with each other are still beaten hands down when it comes to innovation by smaller start-ups. This is an illogical and at times even a paradoxical situation, that an organization with huge amount of talent is not innovative enough and few of its employees can simply quit, making it big by innovating. Case in Point: Patni Computers, Infosys, Wipro and Mindtree among many more companies that one can follow. I believe that the primary reason for this kind of occurrence lies in the fact that the cumulative energies of people is being diverted to a completely different area of work. It may be so because they are restricted by communications channels, processes and systems or even plain office politics. So when an organization is structured such that it allows for free flow of ideas, there's an opportunity that it is considered seriously and brainstormed. This is a key point which should be kept in mind while designing an innovation core for the organization.

I believe these are the three mistakes organizations have been doing time and again while eyeing for innovation to be at their core. The idea should be to strive towards a perfect balance which would maintain status quo of the day to day business while at the same time increasing the overall entropy of innovation in the system. Thus, setting it for a better and more stable state.

About the Author

Prateek is a Business Process Consultant working in Supply Chain Management and Planning Space. He is a passionate blogger, a technology enthusiast and a social media junkie. He blogs about topics like Organization Processes, General Management, Personal Management, and Business Issues. You can read more about him here.

Take a stand

That’s the least you can do.

It’s applicable to HR, as it is to any other field of work. It’s time you put your best foot forward. Choose to do the right thing. You’ll end up making enemies out of people who were used to hearing you say yes, all the time. That’s fine, because you can bet that they will stop treating you as a doormat. Change is strange, but it will be fine if you give them time to digest the new normal.

It’s time you take a stand:

• When a non-performer’s being rated as a high-performer cause the manager didn’t do his job & is avoiding the dirty work.


• When employees are making demands that can’t be done.


• When leadership is using HR as a messaging medium to convey bad news.


• You get the seat at the table, only to get designated as the person who captures the minutes of the meeting.


• Your department is treated as a cost center by the business & you agree!


• Managers don’t take responsibility for retaining their top talent. They feel its HR’s headache!


• You don’t need to take sides when managers are at war with each other.


• Your time is always taken for granted. And you grant it without questioning!

These situations are just a tip of the iceberg! You can and should say NO to a lot more unreasonable demands.

Make it a part of your competency. Bring in some attitude to your work. You can be candid and that’s far better than sugar-coating stuff for the short-term. You’ll at least get the message across loud and clear.

Obvious or Curious?

Well, before I start with this post, I want to ask you to read through the dictionary meaning of a couple of words, at least the one explanation that makes sense in this context.

Read up here on obvious and curious.

Now that we have, let’s get down to the post. This one’s really got me thinking.

• Does good talent take jobs that state the obvious? Or ones that leave them a bit curious?


• Do employees like reading a user manual (obvious) before using the intranet/HRIS? Or will they use it better if you create curiosity about the application?


• Can managers retain the best folks by opting for a natural career progression for everyone? Or will a few of them opt for a more risky career path if they find something curious?


• Is that sales person pitching your product in the way that’s sounds obvious? Or is he willing to create some curiosity in the customer & let him try it out first?

If you still haven’t answered truthfully, then maybe this post won’t have an impact on you. Cause the answer is screaming at us. Most of us (at least starting with me and many that I know personally) including talent, managers, sales folks, marketing honchos, customers & even the front desk receptionist, among so many others, love stuff that tickles brain-cells. We are constantly looking for something that conveys curiosity, stuff that’s compelling enough to take on the risk. It’s a battle of the obvious versus curious choice. Before you jump at a conclusion, it’s OK to take a side. Go ahead and pick your choice. It’s perfectly alright.

It only starts getting murky when the leader picks obvious and implements it without considering the curious set of people. Towing the line is then, the only option. However, repercussions of this will be experienced when the market picks up and the curious lot will be find jobs that suit them better.

So what’s this choice got to do with HR, staffing or employee relations? It does mean a lot. In fact it means creating a work environment with a difference.

The obvious choice is to play it safe. Create enough policies so that HR doesn’t need to answer any questions. Make the hiring process predictable enough to hire mediocre candidates. Rate every employee as a high-performer and not worry about the side-effects until it happens (like a lay off). Follow industry benchmarking even when you know you can do much better. Implement processes that doesn’t give room for people to question or improvise.

On the other hand, you have curious. It has people who like to question status quo. They take the time & effort to find alternate solutions. They’re inquisitive by nature and are constantly looking at raising the bar. Setting new standards in benchmarking is a norm. Willing to take risks and they are fully aware of the repercussions and have solutions for that too. Curious is always ready to engage employees in an open manner and strive towards creating an inclusive work culture.

If you are in HR and are telling me that allowing curious is a culture thing or is a numbers driven issue at a very big organization, I’ll strongly disagree. If it were that, the curious lot would have left you in their very first month on the job! Really. I suppose it’s then an individual trait. Some managers are allowing for it to grow, while many others are curbing it at the very start. As a HR person, are you having discussions with the business to allow for that curious mind to grow? That’s the HR power that you will bring to the table. Start with one and you’ll be surprised that there are more people than you can think of in your company who’ll endorse that view.

So when will you start?

Are you assertive enough at work?

Well, I was recently part of a discussion with a group of friends from a variety of work background. We had someone from engineering, HR, recruitment, sales, consulting, among others. The topic discussed was about being assertive.

The question we shared among the group was: Are you assertive enough at work?

The question was directed more towards their life at work than in personal life. While the entire group started out saying we were assertive, the real truth emerged only after sometime into the discussion. As much as we wanted to debate, we really weren’t assertive enough in our work life!! The dude in engineering wasn’t assertive when he told he sure wasn’t going to meet the product release deadline. The sales guy wasn’t assertive enough to tell a No to his client’s demands, fearing he might lose them. The recruiter wasn’t assertive when it counted the most, in telling the hiring manager to take a decision with the existing bunch of candidates. That the grass wasn’t greener on the other side of the candidate field. HR often ended up quoting stuff from policies, rather than a firm ‘No’ to crazy requests from employees (fearing attrition!)

Another obvious question asked was, do we then really need to be assertive? Off course we should be assertive. Isn’t that obvious? Being assertive really isn’t about forcing an idea on someone, pushing so hard that it forms cracks in a client relationship, does not mean you hide behind a HR policy instead of answering the question openly. It’s about being confident and not giving up on yourself when you know the outcome of a certain activity. Being decisive in your ‘No’ with valid reasons. If you choose to be assertive, you have then are decided to speak firmly about how you feel about a situation. It’s a thin between aggressiveness and assertiveness, striking a balance is the tough part.

There’s a ton of information on the web, telling/asking/showing/advising us on how to be assertive? Just what are we doing with that information? From our discussions, it was clear that most of that info got thrown to the backburner in a never ending rush to deliver results, please unrelenting clients and hire the next-best candidate.

So is being assertive a personality trait or one that we learn on the job? If we agree that circumstances reveal a person, is it then really possible to teach someone to be assertive (thinking on the spot rather than after the event has occurred)?

That gets me to ask you: Are you assertive enough at work? How do you manage to stay that way? Do share your thoughts.