HealthCare Voice

Common Resume Problems Frustrate Recruiters, Employers

What many executives and managers do not know about producing a credible and effective resume is frequently startling.

I spend a good part of each day reviewing resumes, and frequently complete my work with varying degrees of frustration. Many of my colleagues share this feeling.  It is not a frustration born of ridicule but the realization that these good men and women are hurting their career brand.

There seems to be an intellectual disconnect between the common knowledge that the resume is actually the first interview in the recruitment process, and the lack of clarity and specificity regarding a candidate's past jobs, their scope of responsibility and value contribution. That candidates are initially included or excluded in the search process based on their resume seems to escape comprehension by far too many executives in the job market.  

Depth and range of experience and value contribution are two of the most important facets of the resume. Lack of clarity or obfuscation --unintentional or on purpose -- are two of the most common reasons potentially qualified candidates are eliminated in this first round of candidate screening.

With the continuing high unemployment and shrinkage in the number of leadership and management positions, candidates cannot afford to submit a resume that does not clearly and concisely detail the depth and scope of experience and extols the value of their accomplishments.  When it comes to your resume, if you do not sell yourself, it is highly unlikely that anyone at the candidate screening table will rush to be your advocate.  

if you would like a free copy of an executive recruiter's resume guide, please email JohnGSelf Associates.  I would be happy to share this with you.

[email protected]

© 2010 John Gregory Self

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Results or Reasons

"In life we can have results or reasons.  If you are not getting the results you want, your reasons are the lies you keep telling yourself."    

                          Harald Anders, "Be Realistic: Create a Miracle"

This applies to our careers, our performance, and our relationships.  

You can argue with this statement, Mr. Anderson wrote, "But it will be like wrestling with the wind, it will keep you busy, but you will not get anywhere."

A great friend, a genuinely nice man who I admire enormously, was frustrated by a sudden change of events. After a successful and principled tenure at a public hospital, he resigned over what he felt were troubling ethical governance issues. He went on to interview for other jobs, all without result. He was smart, intelligent and experienced. He had impressive recommendations --some of the best I have seen in my 16-plus year in executive search -- and a 25-plus year record of accomplishment in a branch of the armed forces medical service corps, however he recently decided to retire rather than endure any more unsuccessful executive searches.

When it was suggested that he hire a career coach to improve his interviewing skills my friend responded with pent up frustration, that he had been successfully advancing his career for all his professional life and did not see a need to change his style or approach at this stage of his career.  In other words, what worked in the past should apply today.

What a shame. What a loss for the hospital management industry. What my friend apparently did not consider was that his military career DID NOT prepare him for the rigors of the civilian market search process, including competitive interviewing.  

In dozens of interviews with former Army, Air Force and Navy healthcare professionals I learned that advancement in the military is based almost solely on past performance and relationships, not the actual interview with a new commanding officer. Former military officers say, almost without exception, that their success in advancing in the civilian market was due to two things: performance, and improving their interviewing skills.  

This rule also applies to executives who have risen in their careers through the civilian ranks. The rules of career management, including networking and interviewing skills, have changed dramatically over the past five to seven years. What worked for career advancement earlier in your career, probably will not be effective today. New interviewing techniques, web-based networking tools, search engines that collect and store information regarding your accomplishments or failures, and performance expectations come together to make this an entirely different game.   

In an increasingly difficult employment environment, with fewer jobs due to market consolidation and reductions in the number of leadership positions in anticipation of the impending cuts in Medicare funding, career/ personal brand management  -- exceptional performance, great presence, solid communication/interviewing skills and laser-like honesty regarding areas for self improvement -- will become indispensable qualities.  

Pushing back on this reality will only lead to early retirement or a new career. 

My friend did not see the need to make the change, but if he had, there is no doubt in my mind that he would have become an accomplished physician CEO. Do not let your ego or a stubborn streak allow others to shape your career.

That is a rule that applies to us all, not just to my friend.

"At the end of each day, you should play back the tapes of your performance. The results should either applaud you or prod you."         

                                                        -- Jim Rohn

© 2010 John Gregory Self

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Effective Communication Key to Success In Job Interviews

David was a great candidate, at least on paper.  He had the right credentials – more than was required for the position.  He had degrees from good schools.  Most importantly, he had solid experience.

True, he had moved around a bit, something that causes recruiters concern, but he had plausible reasons – to be closer to a surviving parent who was terminally ill; a new CEO wanted to bring in his own executive team; there was one mis-hire along the way; and one move was for his wife – she had been promoted and the new position was too good to pass up.

He was clearly the best qualified candidate but David had a problem that he could not overcome – he could not tell his story in an effective way.  Another candidate, with good credentials and experience, though not as extensive as David’s, was selected and David joined the ranks of the “65 percent club”, a statistically constant group of well qualified executives who lose out in a search because they do not interview well – they did not communicate effectively.  Here is what I mean:  they were not specific in answering relatively focused questions.  When asked about their weaknesses, they used the often tried but seldom believed answer, “I worked too much.”  They could not provide specific examples for where they added measurable value for their former employers.    

There are only so many interview questions and there are books upon books of the commonly asked questions.  Yet, very few candidates seem to know these books exist, much less bought one to be better prepared. 

Being an effective communicator should not be confused with being a good public speaker.  Not everyone can stand in front of 500 or 1,000 people and wow them with a Power Point presentation.  However, anyone who aspires to leadership must master the art for group meetings or one-on-one sessions. 

There are three common themes of a job search in today’s hypercompetitive job market.

1.  Rejection.  There are more candidates than there are jobs at every level.  Great candidates are eliminated – are rejected – in every job search.  Rejection hurts.  If you have been rejected enough – and most candidates in today’s market have been rejected multiple times – it can crush your spirit and affect your performance the next time you are interviewed.
2. Preparation.  The best candidates are prepared, with a great resume that demonstrates experience and success, and the confidence that comes with practice – anticipating questions and preparing focused responses then rehearsing them in front of a mirror.  Preparation includes reviewing your career history, knowing dates of tenure, names of co-workers, and information on compensation. Submitting a list of positive, articulate references is important as well.  Many candidates demonstrate a lack of preparation at least three to four times in the average interview.
3. Communication.  Candidates must be able to deliver specific facts and examples of success, or lessons learned from failures, with the calm confidence and focus that comes only from practice. 

Good leadership and effective communication are intrinsically linked.  There are examples of great CEOs who were only mediocre public speakers but in small groups and one-on-one meetings, they were the best.

Good preparation and effective communication are the keys to avoiding the pain and despair of rejection.

© John Gregory Self

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Managing References: Achilles' Heel for Many Candidates

Reference management.  This is a difficult issue for more executive candidates than most people realize.  Candidates assemble a panel of references. They talk to their references once, maybe twice, and then push the autopilot button.  

Big mistake.

Surprisingly, candidates rarely ask their references what they might say regarding questions concerning "leadership strengths" or "weaknesses."  On autopilot, they just assume their reference contact will say the right thing.  

Bad mistake.

Most executives engaged in an active job search, will identify 3 to five trusted colleagues as references. They submit those same references to five or six recruiters.  If they end up as finalists in more than one search, those references may be called four or five times.  At some point they will suffer from reference burnout. In the end, their comments will begin to drift to the realm of "damning by faint praise." 

For many candidates, reference management is hit or miss, and reference management seems to be an annoying necessity of the search process.  

Dumb mistake.

Here are some things to consider:

1.  Develop a panel of 10 to 12 references so that you can rotate them.  You do not want to wear out your supporters.

2.  Stay in touch with your references.  Let them know what position you are up for, who may be calling, and when to expect a call.

3.  Keep your reference list up to date.  I once had a CEO candidate provide me with three references.  I had asked for eight.  Two of his references were no longer employed at the company where he said I could reach them. He was the favored candidate with political juice, but in the end he was eliminated.  Why?  The board was concerned by his lack of attention to detail.  

4.  Communicate with your references.  The most frequently "botched" interview question is, "What are your weaknesses?"   Who better to help you craft a credible answer than your references?  This adds credibility.  There are other tough questions that references can help you answer, assuming you talk to them in advance.  Let them know that you want this job search to be a learning experience.  Most references will be very candid when you present it in that manner.  

5.  Secondary references can be deadly.  If you mention the name of a colleague during an interview, that person can become what recruiters call a "secondary" reference.  He or she may not be on your reference list, but that does not mean they won't be called. If you are going to be a name dropper, be sure they are people who will speak highly of you. 

6.  Relevance and quality of the reference are critical.  If you are pursuing a CFO position, and your references cannot speak to your experience as a CFO, Controller or Director of Finance, this is not helpful.  In fact, it will become a negative.  The quality of the reference also is important.  You want to identify and use references who are articulate, up-to-date on the relevant issues and who can enhance your candidacy. References who do not meet these tests will only compromise your career brand and your credibility with recruiters.

In trial law, young attorneys are taught never ask a question of a witness to which they do not know the answer in advance.    

The same principle applies to reference management.

Candidates who do not manage the reference phase of the search process are seen by recruiters and employers as being sloppy because they are responsible for giving names of people who can vouch for their abilities in a positive way.  In this competitive job search environment, the lack of attention to the very people who can help you could spell rejection. 

Candidates cannot control their competition but they can be better prepared than anyone else.

© 2010 John Gregory Self

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Executive Job Search: Action Plan for Success

Does the best team always win the important game?

No.  The team that is well prepared and executes flawlessly stands a better than even chance of winning, even against a more talented opponent.

The same principle applies to career management and the interviewing process.  In fact, our research shows that the best qualified candidate is hired only 45 percent of the time.  The qualified candidates who are well prepared and who do a better job communicating in the interviews will usually land the job.

In this increasingly difficult job market – healthcare hiring declined in June for the second month in a row – there is no substitute for preparation and flawless execution.  With some economists predicting unemployment rates of between 5 to 7.5 percent for the next seven to 10 years, the  return  to the go-go days of robust employment is not likely in the foreseeable future.

For candidates in the job market, this puts on more pressure to outperform the competition.  Here are some tips to enhance a candidate’s performance in the interview process.

• Enhance your brand.  Produce a resume that effectively promotes your brand.  Your resume is your first interview.  It must be complete and error free as well as provide a compelling reason for the recruiter to select you for further consideration.  If you are not getting interviews, then change your resume.  If you are not advancing beyond the screening interview, rethink how you are answering the questions.

For a copy of my resume guide, click here.

• Be prepared.  The telephone interview is one of the most challenging parts of the recruitment process.  Have your information immediately available including prior employments dates, beginning and ending salary, the name of your supervisor and your relevant accomplishments.  Some firms insist on having a complete chronological history of employment so be prepared to explain it.  Preparation breeds confidence and confidence is a key ingredient for success in the job search. Also, during the telephone interview are you monitoring your energy level?  Are you standing or sitting?.  Look at a mirror.  Are you smiling?

• Do your homework.  Research the target organization.  Talk to colleagues who may know people in the company.  There is a wealth of information on line about the company and its leadership team.  Learn as much as you can.  Be prepared to demonstrate this newly acquired knowledge without being critical of operational problems or marketing challenges.  Inappropriate or poorly timed use of your research can be as damning for a candidate as not being completely informed or politically insensitive.  Using this knowledge in asking questions is one way to be effective. FYI, some recruiters view a candidate’s lack of questions as disinterest in the job.

• Execute flawlessly.  Practice answering questions, particularly those that may pose a hurdle that you must overcome – lack of relevant experience, short employment tenure, prior termination, etc.  If you cannot answer those issues effectively, you greatly reduce your chances of moving to the next phase.  On the positive side, be sure that your “story” – from providing insights regarding your “growing up” years to extolling your record of accomplishment is a winning summary of accomplishments, metrics and value for the organization.  If you cannot tell your story in a compelling manner, you move down, not up, in the candidate evaluation rankings.

There is one positive thing to remember.  If you have been selected for a site interview – with the full - court press of lunches and dinners – the company is looking for a reason to hire you.  Give them one.  Do not muddle the effort with a silly mistake.  Be mindful of your presence and the surrounding environment.  There are no time-outs in the interview process, including breaks.  Lunches, dinners, and casual conversations during the commute to and from the hotel or to dinner are all on the record.  Pay attention.  Do not appear to ignore anyone at the table, even with a large group.  Do not forget your table manners or dinning etiquette.  Never let your guard down.  This is one important reason not to drink at dinner.  If the evening includes cocktails before dinner, sip sparingly.  The same applies if wine is served with the meal.

If you are not getting interviews,  if you are  eliminated before you reach the finalist chair, do not blame the overcrowded competitive market.  Look in the mirror.  

That is the person who has to step up their performance.

 ^© 2010 John Gregory. Self

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