Don’t Be Rushed Into A Hiring Agreement.

The most important time to exercise patience in the hiring process is in the final stages when an offer of employment has been extended to you. It is easy to rush the process in order to close the deal.

When you receive the offer and hiring agreement, take your time to go through your offer and hiring agreement (they are often two different documents), and consider what you are committing to.

Sometimes pressure is put on you either by a recruiter who is representing the position, the employer who is eager for you to sign off so they can turn their attention to other priorities, or even a family member who wants the security that comes with a signed offer and hiring agreement.

If you receive pressure from the recruiter it is usually because recruiters want to close the deal and move on to the next priority. Some recruiters who are less than concerned with their client’s welfare may try bullying tactics, essentially brushing off your concerns and strongly suggesting that you overlook points that you would like to question or discuss. This can happen if you are between jobs and have expressed a degree of anxiety about being gainfully employed again. Stand your ground and send a message, documenting your way along, explaining what you would like to review.

Verbal agreements cannot be verified in the future because they are words and they are not recorded. Discuss the situation with the recruiter or human resources representative but follow through to clarify your understanding by email.

The Hiring Process Is Often Delayed By Factors Beyond Your (And Our) Control.

A first interview turned out to be very positive, you are looking forward to the second meeting, then everything stops.

Hiring situations have their own individual dynamics. One situation may be resolved in a matter of days, with everything falling into place, effortlessly. People make a connection, meetings are held and a hiring agreement is reached easily.

Other scenarios may involve a longer cycle, with vacations, business trips, other executive involvement and other unforeseen changes in hiring criteria and salary ranges.

It isn’t always easy to understand why some promising opportunities seem to fade after an initial meeting, while others change at the last minute. There are many factors that affect the process. Some are hidden from view.

What are some of these factors that can derail or delay the hiring process?

  • Vacations and business trips of the hiring manager/s:

These are obviously beyond anyone’s control. If a hiring manager is leaving the country hiring decisions are often put on hold until his/her return.

  • Changing corporate priorities:

A previously approved plan to hire may be reconsidered, and the option of moving someone into the position from within the department initiated.

  • Indecision on the part of the hiring manager:

If a hiring manager has two people with almost equal strengths, they may require more time to think about their decision, consult with colleagues and weigh the pros and cons of choosing one candidate over another.

  • Another candidate comes forward from within at the last minute:

Internal candidates can pop up at the last minute and be given serious consideration, or even offered the position, while external candidates are put on hold. Sometimes this is communicated, sometimes not.

  • Another executive’s influence in the background:

The hiring manager’s superior may venture their opinions about the wisdom of hiring one candidate over another after they have reviewed the file. The senior manager may not agree with the hiring manager’s selection, and an internal conference may delay or change the decision.

  • Another resignation in the department:

The priority may shift suddenly to needing to replace someone who resigns in another function, and who may represent a significant loss to the department. This development may slow down or stop a hiring situation in its tracks. Candidates aren’t often made aware of this new and unexpected need to switch focus.

  • A person who resigned may accept a counter offer to stay:

Some companies make counter offers, and others don’t. It can take time for the counter offer to the made or be accepted by the person resigning. We often see these counter offers happening at the last minute. Naturally, this closes the search abruptly.

  • Another candidate introduced at the last minute:

An internal employee may introduce or recommend someone that they vouch for at the last minute as well. If the person introduced is a good fit, the search may be terminated.

Whether you are looking for a job or leaving one, it is frustrating to encounter unexplained or unexpected delays. The above information might be helpful to remember that things happen that are beyond your control and are not a reflection of your value, experience, and abilities.

Changing Jobs? Look Before You Leap.

Gold Fish Jumping to Empty Bowl

It’s tempting to jump to a new opportunity, just make sure you are landing in the right place.

What are some issues to explore when deciding on moving from one job to another?

Stability:

  • How frequently have they advertised and hired for the position you are considering?
  • What are their thoughts about the person leaving/who left the position?
  • How is their stock doing if they are publicly traded?
  • Have they had any downsizing in key divisions, recently?
  • Have they had frequent management changes at the top tier?
  • Are they targets for takeover, or have they been in the news about being purchased?
  • Have they been purchased by a firm outside of their industry sector?
  • Have they lost major clients in the past year?

Ethics:

  • Are they involved in class-action lawsuits, or high profile individual lawsuits?
  • In discussions with them, what corporate image do they identify strongly with?
  • How are their business practices viewed within their industry sector?
  • What do websites like Glassdoor.com have in the way of reviews/opinions about the company?

Compatibility:

  • How compatible are your skills and experience to the demands of the job?
  • What is the chemistry like between you and your future manager?
  • When you ask them what they look for in people they hire, do you identify with their preferences?
  • Are the time demands of the work compatible with your personal commitments?

Growth:

  • Is the company growing, and do they discuss future plans for the company’s growth?
  • Have they expanded recently in terms of products or services offered, or into new trade regions?
  • Where and how have they grown in the last two years?
  • What do financial publications say about their numbers, results or projections?

Opportunity:

  • What do they say when you ask how long employees typically stay in this job?
  • What do they look at when deciding on future advancement?
  • How are salary increases decided on, and are they merit or performance based?
  • Do they support reimbursement for pursuing relevant industry educations courses?

Culture:

  • How do they describe their company culture and the people who fit within it?
  • What are their values, community involvement, and causes they support, publicly?
  • What do your interviewers say when you ask them why they like to work there?
  • Are they a collaborative company culture, with a strong team spirit?
  • Is the business philosophy task and process oriented, or is there a strong focus on client service?

A lot of your research can be done through various trade publications that you can find through our 2015 Resources page:

http://buckleysearch.com/2015resources.htm


Attitudes in an interview influence a hiring decision.

Hiring managers are alert to signs that a potential employee may harbour inappropriate attitudes. They look for signals indicating a temperament, personality or expectations that are misaligned with the position’s challenges.

What are some of the attitudes that raise red flags in an interview?

  • Entitlement

Entitled candidates project the expectation that employers will accede to their demands and that they can check off a wish list of employment conditions that they have. The reality is that most hiring situations involve negotiating in a spirit of goodwill and compromise.

  • Unrealistic salary expectations

Making quantum leaps in salary from job to job is perceived by most employers as unrealistic. When they see candidates asking for significantly higher than average salary increases, they begin reconsidering. This impression is reinforced if the candidate’s overall experience and knowledge base is out of line with their expectations.

  • Lack of enthusiasm and interest

Employers want to hire motivated people and they stay away from candidates who don’t display interest in the opportunity under discussion. People who show interest, ask relevant questions, show willingness to take on more responsibility, and who have a team player’s mentality will move forward.

  • Inflexibility or lack of cooperation

Inflexibility is broadcast when candidates balk at considering overtime, or extending themselves beyond the core job description. An expressed willingness to do whatever is required to benefit the team or the department is always a positive point to bring up in an interview.

  • Negative comments about past employers

Speaking negatively about past employers always raises red flags. The interview starts wondering about the candidate’s manageability, and whether they will create dissension in the department. If you have negative feelings, make a decision to let go of them, even if they are justified. This is in your best interests.

Positive attitudes make the human connection stronger.

Why Do I Want This Career Opportunity?

A balanced sense of ambition and realism helps you achieve the goals you set out for yourself. Those who allow ambition to be their master rather than mastering their ambition often make short-sighted decisions where desire gets in the way of objectivity. Cutting corners to experience rapid career progress exposes you to demands and expectations from others where you need to have the grounding, skills and experience to be successful and meet established performance standards.

Some questions to ask yourself:

▪ Is it recognition, respect, increased prestige, greater challenge, more money?
▪ Have I carefully assessed what demands will be placed on me and do I possess the skills and traits that will make me successful?
▪ Am I moving because I am frustrated and want to challenge myself, or do I feel that I am not acknowledged and my contribution has not been recognized?
▪ Do I have the experience and knowledge required for this job?
▪ How objective am I in evaluating my strengths and weaknesses?
▪ Am I being impatient and have I learned all I can in my present situation?
▪ Am I moving because others – family members or peers have said that I should and I feel the pressure from them?

Pride, ego and the perception that others are getting ahead faster than you can influence your decision making.

Take the time to honestly assess your strengths and weaknesses and review the pros and cons of accepting a given opportunity. Objectively take inventory of your knowledge, skills and experience, and make the effort to determine from the employer what will be expected of you.

The decision you make will have far-reaching consequences and you owe it to yourself to decide wisely based on facts and a full assessment of the risks and rewards.

Be Clear About Your Salary Expectations With Your Recruiter.

Clarity is essential. Ensure that your recruiter knows what your expectations are. Many people assume that there’s salary flexibility with an employer based on their having the experience and skills required for the job.

Some companies have flexibility for the ideal candidate, others don’t. Some recruiters are vague about compensation levels—especially if they don’t have clear guidelines from the employer. Some employers like to avoid giving anything other than a ballpark range.

Establish the playing field:

▪ What is the mid-range and maximum salary level available?
▪ Has this range been established by the employer (not the recruiter’s guess) ?
▪ What bonus or incentives does the employer offer, and how is this paid?
▪ What criteria do you have to meet to receive incentive income?
▪ When is the first salary review date?
▪ Instead of an annual review, what flexibility exists for a six-month salary review?
▪ What percentage of the company benefits premium is paid by the employer and the employee?

Some recruiters send you in to establish their credibility with a potential employer, convincing you to explore the opportunity—even though you’re earning more than the maximum salary that they know the employer won’t exceed.

This is done for their benefit, and it’s a waste of your time and the client’s. You serve as a useful way to enhance their prestige, as they show their client that they can present quality candidates…

Communicate your expectations clearly to avoid misunderstandings.

Negotiate More Vacation Time By Suggesting Options To Consider.

It’s important to remember this in negotiating vacation with a potential employer for jobs requiring less experience : Employers sometimes have standard paid-vacation corporate policies applicable to all employees of a certain pay level.

If you have specific vacation plans, bring this to the attention of a potential employer before you get to an offer being made. Otherwise, your assumption that an employer will agree to your request can lead to wasting your time and effort in pursuing the opportunity if their policy doesn’t accommodate your vacation schedule.

One option is to negotiate an agreement whereby you take time off before you start with the new employer. In other words, you provide two weeks notice, and join the new employer one or two weeks following your notice period.

Another option is to seek a compromise with the employer; ask about unpaid time off that you need for your confirmed travel plans. More often than not, employers are willing to provide a measure of flexibility in giving this type of unpaid leave. You then combine your paid vacation with the unpaid time off.

A third option is to suggest that you receive additional paid vacation in lieu of a higher salary increase as part of your hiring agreement.

Are You Waiting For A Hiring Decision?

There’s a world of difference between an attitude of positive and patient perseverance, versus an attitude of grudging acceptance, or enforced restraint.

When you want something to happen, an inner agitation can build. This is especially noticeable when you’re waiting for other people to make up their minds about a hiring decision, and you have no control over their decision-making.

Your ego may suggest ways and means or shortcuts to influence the situation. Be careful when you find yourself trying to influence someone else’s decision.

People make up their minds in their own time, and for reasons that may have nothing to do with what you want to have happen.

Vacation schedules, changes in corporate direction, or other unknown internal shifts in policy can all affect the process.

It helps to philosophically accept that if this is the right opportunity for you, that will become evident in the fullness of time.