Michele Harmon
Oh, what a tangled web we weave / When first we practice to deceive. Thanks, Shakespeare, for making Sir Walter Scott’s idiom so famous. When an applicant lies or acts dishonestly, they initiate problems and a domino structure of complications that run out of control, and they get caught. Karma.
Here are tips for looking at a resume with a cautious eye.
Recently, I reviewed the work history of an executive who had taken a top-level position somewhere in the Great State of Texas. The only expression I could come up with was, what were they thinking? Where was their Human Resource (HR) department? Background checks for executives go well beyond a criminal history and a drug screening. The HR department must verify every position held on the resume and check degrees, dates of acquisition of said degrees, and certification and license credentials, including current certifications and licenses. Not renewing an important credential is a Red Flag.
When a resume is full of half-truths and vaguely disguised somewhat factual information, run do not walk away from the person attached to it. The applicant is probably lying and never hire a liar. Remember, liar, liar, pants on fire? If only finding out a liar was as easy as observing Pinocchio’s nose. Look at every resume with suspicion. We all have career mistakes we wish had not happened, but there are better ways to handle them with a prospective boss than lying on a resume. Dig down deep and read every word of the resume. Applicants can tell mostly the truth and still hide a half-truth in plain sight.
If words are misspelled, and there are grammatical errors, these are signs of laziness or ignorance; and neither one of these traits is good for the team. If the job is in the past, then the verbs are past tense. Lack of care and organization on a cover letter or a resume is not an asset.
A good resume tells the story of the applicant demonstrating the skills and expertise they do well. They should highlight their best business skills and personal qualities, along with awards and honors received.
Match the best applicants with the job description. Interview the best candidates and then check the references and work history. I am uncomfortable with most online searches but look at their LinkedIn profile. Not having a LinkedIn page is a red flag.
Do not be dazzled with degrees or terminology designed to get past the online applicant tracking system’s artificial intelligence (AI), known as bots. AI is a screening tool. There is no substitute for human intelligence.
Resumes with gaps of time are another red flag. They are a flashing neon sign that says caution, do not enter. If the applicant only lists years and not specific dates by month, they may be hiding some crucial facts in the gaps. For instance, someone applies for a job, and it comes to light that he is no longer with the current position on their resume. Ask the candidate to provide more details. If they dance around the subject, walk away. If the applicant tries to hide the fact that they had two jobs in two years by combining two jobs in one timeframe, ask questions. It is all right to summarize work experience from many years ago.
Often, an applicant that has a long tenure with an organization may have held several jobs. If the applicant has a long work history with the same or several employers, look to see that the job titles reflect an elevation in career status more recently rather than deflation of position status. If the titles seem to decrease in status, it may not be a bad thing. A director position at one company may reflect more responsibility and higher pay than at another company, but the applicant needs to discuss their responsibilities at each job to demonstrate that the change was positive.
If a candidate says he has certain degrees, then double-check. It is easy to talk about education over a dinner meet and greet. Breaking bread is an excellent tool to learn more about the candidate’s qualifications and social skills.
Candidates should always write a cover letter. They need to state what position they are applying for in the first two sentences. If they do not, they probably use a generic letter that they have not spent the time to customize for this position.
I warn people not to use their current employer’s email to send their resume to a prospective employer; if they cheat on them, they will cheat on you. Did they fill out the application during work hours? The only employees you have that should be trolling job boards are your HR staff, who might be doing that to check out the competition. What employees do on their own computers, on their own time, is their business. However, what they do at their current employer’s is the employer’s business. I do not encourage checking someone’s Facebook page, but they are not working if they are posting during the workday.
I am a fan of positions that have salary ranges; some are not. I am not a fan of asking what an applicant’s current salary is, which is illegal in some states and towns. A salary range signals the applicant that they need not apply if the salary is too low—publishing the salary range signals a transparent employer to the candidate.
Do not be afraid of hiring someone overqualified. Overqualified is also a term for too old. Some terrific managers want just a few more years of full or part-time employment. Do not forget, the Millennials and Gen Z need mentors.
Beware Nomads: To build may have to be the slow and laborious task of years. To destroy can be the thoughtless act of a single day. Winston Churchill
Changing jobs every year or two demonstrates a couple of things. The candidate interviews well but lacks the skills and expertise to do the job long-term. The candidate interviews well but plans on using the job to get to the next one and build their resume. Let us nickname these applicants Nomads. We could also call them vagabonds, ramblers, drifters, wanderers, or rovers. True, the younger workers job hop more often, but senior-level staff does not as a rule.
If the Nomad is offered the job and takes it, be prepared for them to make profound changes and then leave, causing morale to decrease at the very least. Another word for this type of leader is a slash and burn leader. In the beginning, they look great to their boss, but they act with no mercy to those they demote, transfer, force to retire, or fire.
If the candidate sounds great but has not made an effort to learn about the community, they may be a Nomad. One size does not fit all, and we know the Permian is like no other place. We love it, but it takes time to learn how to win friends and influence people.
If the candidate is not planning on bringing their family, they are probably a Nomad. When interviewing these folks, please do not ask them about their families. Interested candidates will volunteer information about their families as well as plans for relocation. Renting an apartment or house is another bad sign of their future tenure with the organization.
If the candidate’s resume promises to leap tall buildings in a single bound, check their past supervisors to see if that is true. Who makes great things happen and then leaves in two years or less? Did they leave a positive legacy or turmoil? No one stays forever, but if they did an excellent job in their past employment, then some of their work will sustain for years. If they left a mess, then their past supervisor may at least hint at their job performance. Here is a tried and true question for a past supervisor. Would you hire them again, or would you look at other applicants first? A flash in the pan is still a flash in the pan.
If looking to fill an upper management position, the candidates must be willing to explain every key position they have held in the past and why they changed jobs. If they volunteer their job history and do not make 100 percent sense, then be extremely careful about hiring them. If there is a wrong hiring decision, most have a boss or two to report to and a Board of Directors.
The employees hired reflect the leader’s legacy. In case the reader is interested, here are five ways to leave a positive legacy. Fanning, Ben (2016, November 18). Five Ways Leaders Leave a Legacy, https://www.linkedin.com/pulse/5-ways-leaders-leave-legacy-ben-fanning/
- Prioritize people over results.
- Invest your time and money.
- Connect in person.
- Control less; empower more.
- Model behavior you want to last.
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“Your employees are the heart of your organization.” Dr. Michele Harmon is a Human Resource professional, supporting clients in Texas and New Mexico that range in size from five to more than 3,000 employees. Email: micheleharmon1@gmail.com