The Training Gap: How employers lose their competitive edge

Filed under: For Managers, Q&A, Stuff I worry about, Stupid HR Tricks, Success at Work

In the November 24, 2015 Ask The Headhunter Newsletter, a reader questions the lunacy of the training gap.


I am responding to your question asking whether or not we, your readers, agree with employers that there is a “skills gap.” I am not sure I can really answer your question, though I will tell you that I have my doubts that there is a skills gap.

I think what there may be is a training gap.

What I can tell you is this. Back in 1986 I was hired by an insurance company as a computer programmer after having completed four years of college (linguistics major), followed by a six-month program in data processing. While I did have training going into the job, the company provided me and my co-workers with a lot of on-the-job training. They had an education department, and we all went through hours, and hours, and hours of paid on-the-job training in computer programming.

My understanding about the reason the company did this was because they wanted to train us to do things the way loser2they wanted them done.

My question to you is, do you find that kind of thing to be true anymore? Are companies willing to invest in training their employees after they have been hired? Or are companies no longer willing to do that?

Nick’s Reply

You’re hitting on one of the key issues behind the so-called “talent and skills shortage.” Who is actually responsible for brewing talent and skills? Job seekers? Schools? Employers themselves?

It seems clear in today’s economy that most employers believe they should be able to acquire skills ready-made. Despite the fact that the nature of a job depends a lot on a particular company’s business — jobs are not one-size-fits-all-companies, after all — businesses expect that the exact constellation of skills they need is going to walk in the door just because they advertised for it.

The training gap is real

Consider the embarrassing contradiction: Any company will tell you that it is the most competitive one in its industry, that its products are uniquely the best, that what they deliver isn’t available anywhere else.

So, why is it they expect the unique talent they want to hire already exists, as if it comes in a can to be purchased on a job board — or that it already exists at a competing company? They might as well admit that their products are the same as everyone else’s.

If you admit you can get your new hires wholly-made from another employer — your competitor — then you might as well tell your customers to buy what they need there, too. If a company wants the skills and talents it needs to unique and competitive, it had better take responsibility for creating it.

I don’t believe there’s any talent or skills gap. At least in the United States, talent abounds. There’s arguably more talent on the street, looking for work, than ever in history. But to make a worker an element of its unique, competitive edge, the company must make that worker in its own image. It must cast the worker as unique as its products or services. It takes the same kind of investment to brew talent as to brew a competitive product.

We know for a fact that employers have indeed cut back enormously on training. It’s been confirmed by Wharton researcher Peter Cappelli. He’s shown that, adjusting for time, technology, and other factors, American workers are no less skilled or educated than they’ve ever been. However, employers have all but stopped training employees. Employers own the problem – they created it. (See Employment in America: WTF is going on? and Why Companies Aren’t Getting the Employees They Need.)

Cappelli writes in the Wall Street Journal:

“Unfortunately, American companies don’t seem to do training anymore. Data are hard to come by, but we know that apprenticeship programs have largely disappeared, along with management-training programs. And the amount of training that the average new hire gets in the first year or so could be measured in hours and counted on the fingers of one hand.”

Bye-bye, competitive edge!

Your 1986 story confirms Cappelli’s finding that, not very long ago, employers considered training important. Today, it’s pathetic. It’s embarrassing. It’s shameful. HR departments think they can buy off-the-self workers who don’t need or deserve training or skills development, while their marketing departments claim the company’s products are unique, state-of-the-art and without equal. This training gap is the pinnacle of corporate hypocrisy.

Then there’s the industry that aids and abets it. LinkedIn and other job boards successfully market the fraudulent notion that “we have the perfect candidate in our database – just keep looking!” (See Reductionist Recruiting: A short history of why you can’t get hired — Or, Why LinkedIn gets paid even when jobs don’t get filled.) Employers buy that bunk sandwich in bulk, and stuff it into their recruiting strategies and hiring policies. They behave as if they can hire “just in time” the “perfect candidate” who has been doing the same job for five years already — at a lower salary.

What job seeker wants either of those two “qualities” in a new job?

loserWhen companies fail to educate, train and develop their new hires and existing employees, I think they say goodbye to any competitive edge. Their customers get cookie-cutter products and services. What this state of affairs tells us is that there’s a talent shortage in corporate leadership. (See Talent Shortage, Or Poor Management?)

As long as employers treat people — that “human resource,” that “human asset” — as a fungible commodity or interchangeable parts to be bought and sold as-is, their products and services will be no better than interchangeable parts sold at the lowest possible price.

Take a look at another article by Peter Cappelli, where he slaps management hard upside the head with this apt analogy:

“Imagine a car manufacturer that decided to buy a key engine component for its cars rather than make them. The requirements for that component change every year, and if you can’t get one that fits, the car won’t run. What would we say about that manufacturer if it just assumed the market would deliver the new component with the specifications it needed when it needed it and at the price it needed? It would certainly flunk risk management. Yet that’s what these…companies are doing.”

I think Cappelli answers your question, and I don’t think there’s any debate: Most companies no longer invest in shaping and developing their employees. Their talent-challenged finance executives preach that cost reduction is a better path to profitability than investment. This exacts an enormous price on our economy because it’s relegating those companies to the scrap heap of “me-too enterprises,” and it’s failing our workforce as a whole.

I also think you highlight the solution: “…the reason the company [provided extensive education and development]… was because they wanted to train us to do things the way they wanted them done.” That’s what gave your employer an edge. No investment in training means no edge.

Drive by and keep your edge

My advice: Keep on truckin’ right past employers that provide no education, training or development to new hires and employees. These are companies that don’t invest in their future success — or yours.

Go find their able competitors. There are some good ones out there. They’re not easy to find, just like talent isn’t easy to develop. (That’s why you should pursue the best companies — not jobs.) The mark of a truly competitive product is the unique skills and talents a company developed to produce it.

The next time you interview a company, ask to see their employee training and development plan. If they don’t have a good one, tell them your career plan is to avoid working in a stagnant environment. Flip them a quarter and tell them to call their next candidate, because they probably still have a pay phone in the lunch room.

thanksgivingDoes your employer provide training and development to give you (and itself) a competitive advantage? When you’re job hunting, do you ask about employee education? If you’re an employer, what kind of training to you do?

All the best to you and yours for a Happy Thanksgiving!

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Get the manager’s resume before you interview for the job

Filed under: Interviewing, Job Search, Q&A, Success at Work

In the November 17, 2015 Ask The Headhunter Newsletter, a reader wants a resume from the employer.


Don’t you think jobs should have “resumes?” Assuming an interview has been scheduled, should an applicant ask for a formal, printed description of the job to retain and review before a job offer is made, or only after an offer is presented?

submit-resumeHere’s what I’ve never understood. Employers insist on having my resume before an interview. But all the applicant has is a scant job posting, or sometimes only a general verbal description of the job. It seems having a formal, written job description would help the applicant, just like a resume helps an employer. The applicant could look closely at whether there’s a good match.

Should the prospective employer be expected to provide this type of document to the applicant? If it’s not provided, should I just roll the dice?

Nick’s Reply

You’re raising an excellent question. (But I’ve got a bigger question. Read on.) If HR needs to know all about you before an interview, doesn’t it owe you all the information about the job? (See Now THIS is a job description!)

Recently a reader told me that after an employer decided to hire him, it learned he had an advanced degree that he did not report on the resume. (He’d heard it might actually hurt his chances, so he left the degree off the resume. So it was an omission, not a falsehood.) The employer rescinded the offer because the applicant “lied”!

What happens when an employer fails to disclose all the information about a job until after an offer is made? If it’s never happened to you, I’m sure you know someone who accepted a job, only to learn it wasn’t what they interviewed for.

Many employers don’t seem very concerned that the job you interview for is not the job in the ad. This is even more important when a recruiter solicits you for a job — they usually tell you very little, except that the job is “perfect” for you. Who has ever gone on a job interview suggested by a recruiter and found that the job was “exactly” as the recruiter described it? (Gimme a break! I’m still laughing! Check out Roasting the job description.)

Where’s the job’s resume?

I think it’s prudent to ask for the formal, written job description prior to the interview, “for your records,” especially when you’re dealing with a recruiter. They want your resume, right? What’s the difference?

I’ll bet many HR people would decline to provide it because it’s “proprietary” or “not set in stone.” But, again — they want your resume, which is just as proprietary, and they want it to include everything.

How are you supposed to consider the job without the formal, written job description? What risks are you taking when you don’t have the complete story? In many cases, the big risk is that the hiring manager hasn’t a complete idea of what the job really is — and you’ll be judged on whatever performance criteria the manager invents after the fact.

Now, I’m not saying every job should be exhaustively defined. In fact, I like jobs that will evolve — but the manager and employer should make that clear from the start. Pretending doesn’t cut it, a manager who doesn’t really know what she needs doesn’t cut it, and obscuring the holes in a job definition isn’t fair. (See Don’t suck canal water if you’re confused.)

Where’s the manager’s resume?

But now let’s get really serious and question authority. Let’s make the leap to the bigger question this all begs: Why don’t employers give you the hiring manager’s resume — and resumes of people you’ll be working with? After all, you’re going to be throwing in with them. Don’t you have an obligation to your career to know who they are before you sign up?

Imagine. Because your success and your career will hinge enormously on who those people really are. Don’t you want to see their credentials?

There are several questions you must ask an employer — particularly after it’s made you a job offer. That’s when negotiating power shifts to you, because now they’ve established that they want you. What comes next is working out the terms, and one of the terms is information about your new co-workers. Politely ask to see their creds. (For more about this critical point in the interview process, see Deal-breaker questions to ask employers. Don’t be one of those job candidates who miss their chance to protect their future.)

I’d love to know how employers respond to this, because they make the hiring process so irrational and one-sided that it’s actually absurd. (For more about my take on how employers recruit, see Respecting The Candidate.) A job is a partnership, so let’s see more due diligence from job applicants, and more transparency from employers before a hire is made.

Don’t you think fewer interviews would wind up being a waste of time if you had the spec sheet for the job in hand first? Does it make sense to get the team’s resumes, too, before you meet with them to interview?

Do employers and recruiters give you clear, detailed job descriptions — as detailed as the resume they want from you? Do you ask for them? Are the jobs you interview for exactly as they were represented to begin with? What happens when they’re not? Finally: What do you really know about the manager and members of the team you’re joining?

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600 Editions: The Best of Ask The Headhunter!

Filed under: Ask The Headhunter Products, Changing jobs, Fearless Job Hunting, Getting in the door, Interviewing, Job Search, Making money, Q&A, Salary

In the November 10, 2015 Ask The Headhunter Newsletter, we look at the best of 600 editions!


I’ve been reading your Ask The Headhunter newsletter for a long time. Before that, I remember your forum on The Motley Fool going back into the 1990s! I have no idea how many questions you’ve answered in all those years, but I wanted to ask you — is there any topic you have not covered? What’s your favorite topic or Q&A? Thanks for sharing so much good advice all these years and for doing it for free!

Nick’s Reply

Thanks for following Ask The Headhunter for so long! I stopped counting the questions I’ve answered after 40,000. (Yes, I typed all the replies myself! Ouch!) I’ve been saving your note for a good occasion, and this is it.

Nick5bI published the first Ask The Headhunter Newsletter on September 20, 2002. Ask The Headhunter first went online on January 17, 1995 — on Prodigy, if any of you remember that partnership between IBM and Sears Roebuck! But the newsletter actually debuted in November 1999, when TechRepublic licensed a Q&A feature from me for several years. That version of the newsletter was daily!

I had such a good time producing it that I decided to continue it on my own — and over 10,000 subscribers immediately followed from TechRepublic. Today that list is huge, and this marks the 600th weekly edition. I couldn’t do any of this without the great questions from subscribers!

I don’t really have any favorite editions of my own, but there are several Ask The Headhunter articles and newsletters that I think are fundamental to what ATH is all about — so I thought it might be worth re-capping some of the “best of Ask The Headhunter.” I hope you enjoy this as much I’ve enjoyed putting it together! (And I hope you get a kick out of the series of mugshots I’ve used in the newsletter through the years!)

The Basics

If you’re new to Ask The Headhunter, this is a great place to start: The Headhunter’s Basics: Job hunting with the headhunter. This core set of articles explains:

  • What’s wrong with the employment system
  • How to use the strategy headhunters use — yourself!
  • What employers really want — and it’s not your interview skills!
  • The mistakes that will sink your job search
  • How to be the profitable hire that all good employers want

Resume Blasphemy

Nick1cI think my best article might be one I avoided writing for years. People kept asking, How can I write a really great resume that will get me a job?

I’m not a fan of resumes. In fact, I think a resume is the worst crutch you can use when job hunting. But I realized that if I can’t answer this very popular question in some useful way, I have no right to publish Ask The Headhunter. Resume Blasphemy challenges you in a way that — if you do this exercise thoughtfully — will make you throw your resume away and forever change how you search for a job.


I’d like to set one thing straight. Yes, Ask The Headhunter is and continues to be free — the website, the blog, the newsletter. Literally thousands of pages of advice, tips and insights about job hunting, hiring and success at work.

But some stuff you do have to pay for: my PDF books, which organize my advice around specific topics in depth and detail. These books help offset the cost of producing all the free content you find on Ask The Headhunter — but so do the many clients who have licensed Ask The Headhunter features over the years. I’m grateful to every client and customer who has ever spent a buck on what I write!

Which brings us to perhaps the most powerful Ask The Headhunter advice of all.

Eliminate job search obstacles

nick2When I compiled the 251-page PDF book Fearless Job Hunting, my goal was to help job seekers realize that job hunting is not about “following the steps.” If following steps worked, everybody could get a job easily and quickly. What I’ve learned over the years is that your success depends on knowing what to do when you encounter one of a small number of daunting obstacles that get in your way. Don’t let these stop you from landing the job you want!

Most of the time, the biggest obstacle you face in your job search is Human Resources departments, which seem to go out of their way to block, stop, and abuse you. The best newsletter I wrote about this is Why HR should get out of the hiring business. I think some of my best advice about how to go around HR is from this edition of the newsletter: Should I accept HR’s rejection letter?

Getting in the door

Speaking of throwing out your resume and busting past HR, this is one of the simplest, most powerful methods for landing a job that you’ll find on Ask The Headhunter: Skip The Resume: Triangulate to get in the door. It’ll take you out of the silly “job hunting” mode HR wants you in — and it’ll get you talking to the people who will actually bring you into a company as a new hire!

One of the Fearless Job Hunting books, Book 3: Get in The Door (way ahead of your competition) goes into lots more detail about this.

Oh, those job interviews!

nickhat1cSo much has been written about what to say and do in job interviews that today it’s all one big rehash. Virtually every career pundit regurgitates the same old ideas that have been around for decades — ideas that reek of personnel jockeys who want to “process” you rather than hire you.

This article is so obvious that you’ll “get it” instantly: The Single Best Interview Question… And The Best Answer. But beware: Doing this kind of preparation to win a job offer is a lot of work. And if you’re not willing to do the work to win the job, you don’t deserve the job!

No one has said it better than long-time Ask The Headhunter subscriber Ray Stoddard:

“The great news about your recommendations is that they work. The good news for those of us who use them is that few people are really willing to implement what you recommend, giving those of us who do an edge.”

Arrghhh! I took the wrong job!

My goal all these years has been to help you land and keep the right job. But what no one else tells you is how to avoid the wrong jobs!

Before you accept a new job, check It’s the people, Stupid and — yuck — Don’t suck canal water. I keep telling you that the #1 reason people go job hunting is because they took the wrong job to begin with. Don’t fall into that trap!

nicknew4Everybody wants more money!

Of course, no matter what anybody says about the importance of job satisfaction, nobody’s happy without the money. Everybody would like more money — but few people know how to ask for it so the answer will be YES.

The ONLY way to ask for a higher job offer is not for the meek. It’s as big a challenge as proving you’re worth hiring. But, hey — I never said Ask The Headhunter is the easy way to the job you want. It’s just the best way I know.

The bottom line

I’ll leave you with one of my favorite quotes, which once led me to the realization that, as humans, our biggest problem is our hesitation. Life is short. I try to remind myself of this every day: You’ll be dead soon. It’s how I get on with life and enjoy the choices I get to make!

I hope Ask The Headhunter helps you belly up to the bar to make the choices you face — to enjoy the results of the best and to learn from the rest.

The Best of Ask The Headhunter

Thanks for subscribing and for being a part of Ask The Headhunter, whether you’ve been around from the start or you just dropped in!

The best of Ask The Headhunter isn’t in any of the newsletters or in any of my articles. The best of Ask The Headhunter is the wonderful community of people who continue to gather here to share their stories, advice, wisdom and more questions from their own experience. That’s you!

Thanks to you all!

And to prove it, I’d like to offer you a Special 600th Edition Thank You. If you’d like to purchase any of the Ask The Headhunter PDF books, when you check out, use discount code=BIG600 to save 25% off your purchase! (This limited offer is good only through this week!)

If I may ask you a 600th edition favor:

Please tell your friends about Ask The Headhunter — encourage them to subscribe and join us every week!

As for questions we’ve never covered, this is where to post them! I invite you to ask the questions you want answers to about job hunting, hiring, and success at work!

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Lee Hecht Harrison: A failure of integrity in the HR world

Filed under: Heads up, Hiring, Job scams, Job Search, Stuff I worry about, Stupid HR Tricks

In the November 3, 2015 Ask The Headhunter Newsletter, we try to get to the root of why employers routinely abuse job applicants.

Ever wonder where HR departments learn to mistreat and abuse you when you apply for jobs, then disappear behind a veil of impersonal doubletalk and officious sanctimony?

integrityThe answer lies in who they turn to for “best practices” and “HR policies.”

An entire HR consulting industry teaches HR departments around the world how to behave, and HR in turn trains you to apply for jobs and tolerate increasing levels of abuse. Curiously, according to Google Finance, most of the top HR consulting firms are privately held. Little is known about how they operate, until now, when an odd copyright violation revealed some of the inner workings of Lee Hecht Harrison (LHH), a unit of Adecco, “the world’s #1 employment services firm.”

What’s copyright got to do with bad HR behavior?

From time to time, I deal with scofflaw publishers who steal copyrighted Ask The Headhunter content. When they realize they’ve been caught, I quickly get a nervous phone call and profuse apologies. Statutory damages for distributing a copyrighted work can be as high as $150,000 per incident, which means if you give copies to just 7 people without permission, it could cost you over a million bucks plus attorney fees. To a content licensing business like Ask The Headhunter, copyright is a serious matter. Nonetheless, my policy is to resolve violations quickly and amicably when possible. Contrite violators make this easy most of the time. A sincere phone call goes a long way.

A few weeks ago, an Ask The Headhunter subscriber tipped me off to a rip-off:

The culprit was Michael Schumacher, an LHH Senior Vice President who posted a slightly modified version of an old ATH article to LHH’s LinkedIn Group for the company’s “clients and alumni.” He could have paid for the article — like LHH’s clients pay for LHH’s materials. Instead, he put his own name on it.

The ATH subscriber concurrently put Schumacher on notice that he’d been exposed.

You’d think Schumacher would immediately pick up the phone and call me to apologize, and to take down the stolen article. Instead, Schumacher hid the ripped-off article behind LinkedIn’s members-only wall and hunkered down.

You can’t hide from social media

“If you are represented in the virtual world, what kind of impression are you making?” cautions a LHH report for job seekers. “In this age of technology, not being in tune with the times could even appear unprofessional and possibly be a mark against you.”

This is where the underpinnings of “global” HR behavior came to light — as one of the world’s leading HR advisory firms revealed what “best practices” in the HR world are all about. Pay attention, because this is the root of the culture that mistreats and abuses you when you apply for a job.

I want you to see how a simple copyright violation revealed how a top HR consulting firm operates. The story features a cast of characters we couldn’t dream up:

  • A president whose company’s product is intellectual property — who dispatches “damage control” to cover up IP theft by his company.
  • A top HR executive at a corporate outplacement firm that advises clients to have LinkedIn profiles — who has no LinkedIn profile.
  • An SVP in charge of “Operational Best Practices” — who steals a competitor’s copyrighted content and passes it off to clients as his own, then hides the evidence after it’s already leaked into the social media.

A social media bust

I love social media. It keeps everyone honest because everything a business does today quickly becomes public. You’d think that a company whose business is teaching “best practices” to HR departments would know that.

After I learned of the rip-off, I waited to hear from Schumacher or someone at his company. They knew that I knew, but no one contacted me. So I published Lee Hecht Harrison rips off Ask The Headhunter, an article that quickly made the rounds of social media. Among the items are tweets from a leading HR writer and critic.

lhh-laurie-tweetsLaurie Ruettimann even contacted the president of LHH, Peter Alcide, via LinkedIn. Her style is inimitable.


You’d think Alcide, manager of a company whose revenues depend on its IP (intellectual property), would realize how big his problem was and immediately call me to apologize and make amends.

The policy and best practice is damage control

Instead, Alcide revealed the company’s duck-and-cover policy that Schumacher was already following. Peter Alcide ordered up “damage control.”


Except LHH’s president sent this order to Ruettimann by mistake, and she forwarded it to me. The bungled e-mail apparently refers to LHH’s Dallas/Fort Worth Area Managing Director, Russell Williams, Schumacher’s boss.

What’s all this got to do with your travails with HR? It’s what Lee Hecht Harrison and a host of HR consultancies teach their clients: how to avoid accountability and personal contact. Alcide wasn’t concerned about damage his company caused — or how to make amends. He was concerned only about covering up his company’s bad behavior. The content rip-off was public, but there would be no public mea culpa.

At this point, you’d think Williams would have immediately contacted me, if only to contain the problem. Instead, he handed it off to HR.

Hiding behind HR

Now I offer a challenge to you, dear readers. After an employer recruits you, wastes your time in hours of interviews, gathers volumes of personal and private information that you must provide under threat of rejection for “being unreasonable” — you’re left hoping for a personal call about the outcome of the hiring process. What happens?

HR sends you an impersonal form letter to blow you off.

I couldn’t make this stuff up. LHH’s next action was to send me the equivalent of the form letter you receive when HR blows you off after mistreating and abusing you.

lhh-letter(click to view full size)

That’s what I received from “Pamela Jones, EVP, Human Resources and Legal” at Lee Hecht Harrison. But don’t bother looking up Pam Jones or Pamela Jones associated with Lee Hecht Harrison or Adecco on LinkedIn. Contrary to LHH’s advice to its clients that a LinkedIn profile is a must in today’s business world, LHH’s top HR executive isn’t on LinkedIn.

Are we starting to see the connection between what this HR consulting company promotes and gets paid for, and how its top executives behave?

  • Peter Alcide, the LHH president who ordered damage control so LHH’s clients wouldn’t find out, hid behind damage control.
  • Michael Schumacher, the guy who stole my article, hid behind LinkedIn’s firewall.
  • Pamela Jones, the corporate lawyer who put on her HR hat, and hid under it.

They all hid behind the same veil that LHH teaches its corporate HR clients to draw between themselves and job applicants. That’s the epic failure of integrity in HR today — “best practices” on display from “the world’s #1 employment services firm.”

And you wonder where HR learns how to mistreat and abuse you while disappearing into a fog of self-serving bureaucracy? LHH’s top HR executive is also its lawyer!

Where do dismissive HR policies come from?

What does a copyright violation have to do with your experiences applying for jobs? Lee Hecht Harrison is a key player in the HR world. According to its Google Finance profile, its parent company Adecco “provides career and leadership consulting through its more than 300 offices covering 60 countries around the globe.”

Employers pay big bucks for LHH’s HR “services in areas such as career and leadership development, outplacement, and executive coaching.”

HR departments and the consulting companies behind them dictate your experience when you’re job hunting. Perhaps worse, this HR hegemony forces you to follow “rules” for getting jobs that contradict your own good business sense and lead you on wild goose chases. But you do it, anyway, because HR people reprimand you — and toss out your application — when you fail to follow those rules.

HR learns this stuff somewhere, from someone. It learns from Peter Alcide, Michael Schumacher, Pamela Jones, and a host of other “policy makers” in the career and employment industry who get paid big bucks for their “guidance” and “best practices.”

Best Practices: A failure of integrity

No decision maker at LHH apologized to me — least of all in Pamela Jones’ letter, which is the only communication LHH has deigned to have with me. No one acknowledged to LHH’s paying clients that they were given stolen advice — or showed them where it actually came from. No one acknowledged that LHH’s content theft caused Ask The Headhunter any harm or damage, much less offered to make amends. It was all “an error” and a “misjudgment” and “an isolated incident” — without any proof that plagiarized content isn’t rife throughout the “intellectual property” LHH sells to its “global” clients for top dollar.

Laurie Ruettimann is right to be worried. Who else’s protected content is being illegally distributed by LHH to its clients? I don’t believe Jones’s assurances for one second.

What’s a copyright violation got to do with how you’re treated when you apply for a job? Both are HR problems.

The treatment you get from HR departments when you apply for a job is considered “best practices” — and it’s exemplified by one of the HR firms that drives HR policy around the world. I’ve just experienced what you go through when an employer hides behind HR.

This story is really about HR’s epic failure of integrity. Integrity can’t be parsed. Either a company demonstrates high standards of behavior in all its dealings — or reveals a lack of integrity across the board.

Ask The Headhunter openly criticizes bad behavior in the career and employment industry, and sometimes specific players including TheLadders,, CareerBuilder, and LinkedIn. Job seekers need to be aware of practices that affect their ability to get a job.

Today, a small group of HR consultancies in the career and employment industry establish the standards of behavior that job seekers are expected to meet: How to apply for jobs, how to present themselves, and how to set aside their good business sense if they want to play the HR game of landing a job.

These firms also dictate how HR departments treat and process the people they recruit.

How a top company — that HR looks to for guidance — handled copyright theft reveals problems not only with LHH’s corporate governance and culture, but with its adverse influence over how companies hire and recruit, and how job seekers suffer through the experience.

An industry where nothing is personal

And that’s the problem with the career and employment industry: a lack of personal integrity and a policy of no accountability. It’s why job seekers cringe at the thought of applying for a job; at interviewing with bureaucratic stuffed shirts who cite “policy” and “best practices” as their excuse for disrespectful behavior; and it’s why job seekers don’t dare to expect respectful treatment from hiring managers who take hours of applicants’ time without the courtesy of any follow-up.

  • Has a manager ever taken your ideas and your time — perhaps in multiple job interviews — then disappeared behind the corporate veil rather than talk to you?
  • Have you ever been subjected to the impersonal swat of the HR hand when a company decides you’re not worth its time?
  • Has an HR manager ever demanded your salary history, and when you declined, told you “it’s the policy — we can’t continue without it”?
  • Has a company ever revealed a disrespectful culture to you, contrary to the image it projects in its marketing?

What you need to know as a job seeker is, the treatment you get from HR has its roots in HR consulting firms that establish HR practices across companies. What you know now is that LHH’s culture is consistent from the bottom to the top. What you’re left wondering is, what are LHH’s and Adecco’s corporate clients paying for when they hire these firms and buy their content?

This is a company stuck in the dark ages of corporate HR hegemony, that telegraphs a message that personal responsibility can and should be hidden behind “damage control” — in an age when everything is public.

How can any employer that competes in today’s world adopt “best practices” from an HR consultancy whose own practices suck so badly?

In today’s business world, it’s not always about whether you can make a buck; it’s about the face you show to the public, to your customers, to your competitors, and to people who bust you when you rip them off. But Lee Hecht Harrison clearly doesn’t operate in today’s world. Since few HR departments do, either, is it any wonder that earnest job seekers can’t catch a break in an HR world where integrity is a big FAIL?

In this copyright incident, Lee Hecht Harrison has done nothing to make amends for its violation. Its HR executive has merely avoided acknowledging that the company did any damage.

Why make a big deal of this?

Because job seekers aren’t in a position to — and because LHH’s behavior with respect to a copyright violation reveals a stunning failure of corporate ethics and integrity in the career and employment industry. It’s a big deal because rude, impersonal practices in HR make it hard for employers to hire — and harder for job seekers to get jobs.

Mistreating and abusing you when you apply for jobs is nothing personal — these people don’t know what personal means. It’s simply best practices. But we all deserve better.

Integrity. It’s been defined as what you do even when no one is watching. But what if you get busted? How do you acknowledge and make amends? Have you encountered abusive, impersonal behavior when dealing with employers? Where do you think it comes from? How should we all deal with it? If you work in HR, I’d especially like to hear from you — tell us how your company demonstrates integrity.

Update: November 24, 2015

Following the publication of this article Peter Alcide, President and COO of Lee Hecht Harrison, called me and did the right thing. In a tweet and a posting on the LHH website, he issued a public apology for violating Ask The Headhunter copyright, made restitution for misuse of the content, and the matter is resolved.

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Only naive wusses are afraid to bring up money

Filed under: How to Say It, Interviewing, Job Search, Making money, Negotiating, Q&A, The job offer

In the October 27, 2015 Ask The Headhunter Newsletter, a reader is living in la-la land.


I recently had three great interviews with an organization that I would be proud to work for. Afterwards they asked me for samples of my work and references, but they never brought up salary. I asked them if they had a salary range in mind for the role, and I learned it was $20k lower than what I am currently earning. ? I politely said that I had a higher number in mind, based on my background and experience. I said I hoped there might be some flexibility if I ended up being their finalist. I left them samples of my work and left the interview with no further discussion of remuneration.

la-laWhen I got home there was an e-mail asking me for references, so I took the opportunity to mention my salary expectations prior to moving forward. The CEO responded that they could not match my request, but explained she would go to the board to see if she could increase the pay since the position played an important role in their growth strategy.

A couple of weeks later, the CEO got back to me and said she could not get any more money from the board and thanked me for my interest.

Since then they have re-posted twice for the job under a more junior title. I suspect that other applicants for the original posting of Chief Strategy Officer were also expecting a higher salary. They have now changed the posting to Senior Development Officer.

I realize now that I should have waited for a job offer, and then negotiated. But, live and learn, right? I am still very interested in the position but would need them to come up at least $10k.

Do you think I can still approach them or has that ship sailed? Being experienced in recruiting, I would never have taken a candidate that far without knowing where I stood on salary. Do I stand a chance?

Nick’s Reply

No, I don’t think you stand a chance at all. What surprises me is your wishful thinking and rationalizing, since you said you’re experienced in recruiting. The CEO told you it’s over. What I see is you putting your hands over your ears: “La-la-la I can’t hear you!”

But this is incredibly common. Employers will make it clear how much they’re willing to pay, and it just goes in a job applicant’s one ear and out the other. It’s one of the most puzzling phenomena — otherwise smart, savvy job seekers just refuse to believe what they’re told about salary.

Or, is it that some job seekers really, really want to believe an employer will pay more, even when it said it won’t? Then — when no more money is forthcoming — the applicant either (1) gets angry and blames the employer for wasting their time, or (2) blames themselves for not wishing hard enough.

Stop wishing

Consider: The CEO knows what you want. She went to her board, which refused more money. The CEO told you. Yet you still harbor a belief that the CEO will come up with another ten grand.

la-la-2But your rationalizing doesn’t end there.

You’ve seen that the title was downgraded from Chief Strategy Officer to Senior Development Officer — and you even seem to understand why. Applicants like you were expecting higher salaries that the company can’t pay. So the company adjusted the title to reflect the lower salary.

Nonetheless, you’re telling me you should have gone through the rest of the hiring process, gotten an offer, and then negotiated — after the CEO already told you there’s no room to negotiate!

And it still doesn’t end there. You seem to think that because you’re “still very interested in the position,” they’re going to come up with another ten grand! Stop pretending! It doesn’t matter how interested you are!

Having said all that, I can understand why you’re bothered. The CEO never should have taken you through three rounds of interviews without knowing where you stood on salary. You’re right about that. She never asked you about salary, and never told you about the salary range — making her just as guilty as you of wasting everyone’s time!

Are we all on the same planet??

I don’t think so.

  • Wishful thinking about salary is a stupid, dangerous waste of time.
  • Hiding a job’s salary range is a stupid, dangerous waste of time.
  • Hiding your desired salary range is a stupid, dangerous waste of time. (See How to decide how much you want.)

The conventional wisdom — which is proclaimed by “negotiation experts” — is that whoever mentions money first loses! And it’s pure nonsense!

Who wins?

Who wins is the person or employer who knows what they want, expresses it candidly, and establishes common ground before investing time in a hiring process. Only a naive wuss starts talking about doing business without first talking money.

I say naive because most people have no idea how to negotiate, so they pretend instead. Do you pretend? Are you afraid? Try this:

How to Say It

“Look, I have no idea whether we can come to agreement on money, but I’d like us to establish a framework about the money before we start talking turkey — so that we won’t both feel like a couple of turkeys after we invest hours talking, only to realize we’re not even in the same ballpark about money. So, what kind of money are we talking about?” (See “How can I avoid a salary cut?” in Fearless Job Hunting, Book 7: Win The Salary Games (long before you negotiate an offer), pp. 7-10.)

I say wuss because most people are afraid or embarrassed to talk about money until the other person does — hence the silly excuse, “It’s best not to be the first to bring up money!” Whew.

People who know what they’re worth, and what they want, are the ones who are best prepared — both to do the job, and to justify how much they want. They’re the people who are ready to demonstrate their value and to engage in a candid dialogue about it. (See The New Interview and The New Interview Instruction Book.)

When you’re going to do a deal — any deal — negotiating about money starts immediately. Whoever controls this discussion sets the anchor on the outcome. That’s who wins.

The anchor effect

There’s a phenomenon in the science of pricing called the anchor effect. The idea is simple: Whoever brings up money first influences which direction the negotiation will take. If you start talking high numbers, the final negotiation will probably end on a higher number. If someone starts by putting smaller numbers on the table, the final number will likely be lower. That is, the first number that hits the table is said to anchor the negotiation — pulling the rest of the discussion toward that point, higher or lower. (For more on this, see William Poundstone’s excellent and very readable book, Priceless: The myth of fair value and how to take advantage of it.)

Of course, if your number and their number are way off, either try to make your case, or shake hands respectfully and move on. Don’t pretend!

Grow up

Everyone needs to get over their hesitation to talk about salary before interviews proceed. Employers need to disclose — even advertise — a job’s salary range. Job seekers need to disclose how much money they’re looking for. At the very least, both parties should establish an honest ballpark for salary — or stop screwing around with interviews, rationalizations, sneaky tactics, and hemming and hawing.

I know what you’re thinking: “If I say what I want, what if the other guy is actually willing to pay me twice that? I’ll lose out!”

Unless you just fell off a hay wagon, you can’t possibly believe that what the employer was planning to spend is double what you want. Grow up. You’re not going to hit the lottery in a salary negotiation. More likely, playing coy is going to lead you right into a brick wall — when honest mutual disclosure is more likely to result in a healthy discussion.

Where did you go wrong?

When you agreed to the first interview, you failed to ask what the salary was for the job — so you could decide whether it was a match.

Worse, you avoided this because you thought you might be able to play the CEO along, and “convince” her to spend more than her board permitted. This is the old foot-in-the-door tactic of the inept salesman: “If I can get the sucker to invite me in, I’ll just brute-force my way to a deal!”

That’s naive. It’s also — pardon me, because I sense you’re actually smart and capable — stupid. I’ll bet you think it’s professional to not bring up money, and unprofessional to expect the employer to bring it up.

You’re wrong on both counts. What’s unprofessional is two people leading one another on. There’s nothing professional about being afraid or embarrassed to talk money. The CEO is just as guilty. She should have asked you how much you wanted — a range — at the same time she expressed the salary range for the job.

Please: Consider these basic guidelines when applying for jobs:

  • Know what salary range you want, and be ready to express it. (Don’t confuse this with disclosing your salary history. See Keep Your Salary Under Wraps.)
  • Don’t agree to an interview if the employer won’t disclose the salary range for a job.
  • Be prepared to justify the money you ask for, in terms of how you’ll produce more value for the employer than the next candidate will.
  • Pay more attention to what the employer is saying, than to what you’re wishing.

The key to negotiating

Do you know what is the biggest mistake you made, even after you invested time in three interviews without knowing the salary? You let the CEO ask the board for more money without arming her with the justification.

The CEO was willing to go to bat for you — but you sent her to negotiate without a bat!

If you’d given the CEO evidence of why you’re worth $20,000 more than she was planning to spend, she might have gotten more money from the board. Your mistake is that you asked for more money just because you want it. The key is to show what the board gets in return for $20,000. The key to successful negotiating is being able to deliver more value than the other guy expects.

The CEO has struck out. She told you to go home. Sorry — get over it. There is no job for more money. Please don’t make a fool of yourself.

I don’t care what negotiating experts say. Don’t be naive, or afraid, or a wuss about bringing up money first. Winners are prepared to justify what they want, and to show how it will pay off for the other guy. (See “What’s your business plan for doing this job?”, Fearless Job Hunting, Book 6: Be The Profitable Hire, pp. 30-32.) If there’s no match on the money, they move on early and quickly.

Do you talk money? Or are you terrified to bring it up? Do you wait until you’ve invested hours of time before you find out what the salary is? What’s the best way to ensure everyone is on the same page regarding salary?

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Career Scams Update: TheLadders, LinkedIn, Lee Hecht Harrison & More

Filed under: Heads up, Job scams, Job Search, Stupid HR Tricks

In the October 20, 2015 Ask The Headhunter Newsletter, we get updates on career scams from the past and present. They never seem to go away, thanks to gullible job hunters and naive HR managers that keep funding these scoundrels.

It’s not your imagination

Scams are endemic in the career industry. The formula is simple: People desperate to earn a living will believe virtually anything that promises to help them land a job — and they’ll pay for it.

bustedThis gives rise to questionable and often fraudulent businesses that peddle snake oil. Others re-package information and advice you can get for free — and charge thousands by calling it “outplacement” and “career coaching.” Some of these charlatans use career help only as a lure — they make their money by collecting and selling your personal data to third parties.

Even job boards, which seem to be a high-tech analog of the old newspaper want ad, are largely a scam. Little has changed since I published Job-Board Journalism: Selling out the American job hunter in 2003. The media and the job boards are often in cahoots.

For example, employers still hire only about 10% of their new employees via job boards, yet dishwashers and CEOs alike are brainwashed to waste inordinate amounts of time and money diddling these databases.

It’s time for some updates on stories we’ve covered here before about TheLadders, LinkedIn, Toronto Pathways — and one new rip-off by prominent outplacement firm Lee Hecht Harrison.

TheLadders Goes Down

One of the most high-profile cases in recent years has been TheLadders, which rose to prominence on the ridiculous promise that it was selling “ONLY $100K+ jobs” and “ONLY $100K+” job candidates.

Executives, highly paid professionals, and other suckers for exclusivity flocked to TheLadders — right behind naïve HR executives trying to fill jobs. They wanted to believe they could pay someone to do the hard work of finding and filling top-level jobs.

But, it turned out, TheLadders wasn’t exclusive at all. One Ladders customer summed it up: “The ladders [sic] is a scam, plain and simple. A class action lawsuit sounds like a good idea.”

On March 12, 2013 a consumer class action was filed against TheLadders in U.S. District Court, New York. The suit alleged that:

ladders3“From its inception until September, 2011, TheLadders scammed its customers into paying for its job board service by misrepresenting itself to be ‘a premium job site for only $100k+ jobs, and only $100k+ talent.’ In fact, TheLadders sold access to purported ‘$100k+’ job listings that (1) did not exist, (2) did not pay $100k+, and/or (3) were not authorized to be posted on TheLadders by the employers.”

Here’s the list of dirty laundry aired in the complaint:

  • breach of contract,
  • breach of the implied covenant of good faith and fair dealing,
  • violation of the Arkansas Deceptive and Unconscionable Trade Practices Act, and
  • unjust enrichment.

The suit also alleged that TheLadders used phony “resume critiques” to induce people to pay for new resumes. After paying TheLadders for a new resume, one customer submitted it right back for a “free review” — and a Ladders “resume expert” warned that it needed to be re-written.

TheLadders retained a very expensive, big-name law firm to fight the charges. Judging from public court filings, TheLadders’ lawyers pounded the plaintiffs with paper. But David didn’t back down, and today Goliath is a faint ghost of its old self.


In a May 22, 2014 Stipulation Of Dismissal, it seems both parties asked the Court to dismiss the case. When this happens, no information is released about any settlement that might have been made.

But I’d eat my hard drive if TheLadders didn’t pay a ton of money to the plaintiffs and their law firm to make this consumer class action go away. A company like TheLadders doesn’t pay top dollar to big-name lawyers to defend it and then cave, unless the facts are against it. My guess is the big-name law firm advised TheLadders that it would lose and that damages imposed by a court after a very public case might sink the company and its management entirely.

It would have been better to fight the case and let the public — and all Ladders’ customers — see all the dirty laundry hung out in court.

ladders4TheLadders, of course, denied everything. But, TheLadders:

  • No longer claims it has “ONLY $100K+ jobs” or “ONLY $100K+” job candidates.
  • No longer offers free “resume critiques.”
  • No longer sells resume writing services.
  • No longer “guarantees” a job to customers who pay $2,500 for resume and career coaching services.
  • Operates like any other cheap job board.

Does that sound like TheLadders did nothing wrong? Its vaunted business plan as an exclusive career service was left in shambles. The company is a footnote in the career industry. Its founder, Marc Cenedella, went on to design an app that lets you rate your co-workers anonymously. A comment about the app on TechCrunch says it all: “Taking passive aggressive online behavior to a whole new level.”


in-your-faceIt didn’t take LinkedIn very long to go from “leading professional network” to becoming a clever manipulator of its website interface to scam its members out of their contact lists. (For more about the nefarious science behind user-interface scams, see Dark Patterns.) But there’s much more. In the past several years, LinkedIn:

To the point of this update, LinkedIn customers sued in a consumer class action, alleging LinkedIn was using members’ mail lists to harass their contacts.


Federal Judge Lucy Koh wrote:

the “emails could injure users’ reputations by allowing contacts to think that the users are the types of people who spam their contacts.”

LinkedIn spammed people on behalf of its members without their consent. Scripps Media reported that LinkedIn CEO Jeff Weiner “admitted that the site was guilty of ‘sending too much email’” via its “Add Connections” feature.

linkedin_deadLinkedIn recently agreed to pay $13 million to settle the class-action suit.

Said CEO Jeff Weiner in another interview: “Values are the first principles we use to make day-to-day decisions.” Translation: The first principle is making money off you any way we can, and we’re as stupid as TheLadders because we count on you not to notice. Oops.

Toronto Pathways AKA Job Success

In February, 2012, Canadian CBC TV invited me to Toronto to review hidden-camera footage about a career scam. Executives at a career counseling company called Toronto Pathways — also known as Job Success — were caught on camera promising jobs to clients in exchange for thousands of dollars in fees.

We did a lengthy expose (Rip-Off Edition: Who’s trying to sell you a job?), and then a 7-minute special segment in which we educated consumers about the tip-offs to a career rip-off.

According to CBC News in Toronto, when Job Success failed to deliver a $70,000 job that it promised to a client for a fee of $3,700, he sued. The case was dismissed because Job Success claimed it didn’t promise anything.


Enter the hidden camera. The plaintiff saw our CBC-TV “Recruitment Rip-Off” episode — and there was the guy who scammed him, caught red-handed!

The victim showed the video to the judge and argued that “the defendants were ‘slick liars who perjured themselves at trial.’” Based on our expose, a higher court is giving the victim another shot at his lawsuit based on the fresh video evidence.

Lee Hecht Harrison

When companies fire or lay people off, they pay big bucks to corporate outplacement firms to help those people find new jobs. (For more about the racket that outplacement has become, see Outplacement Or Door Number 2?) Or, they can just send their cast-offs to Ask The Headhunter for free articles, Q&A, and advice from me and thousands of smart job seekers who participate in the Ask The Headhunter community.

bustedThis scam hits closer to home — and it reveals that some of the biggest names in the career industry are quietly ripping people off. Ironically, they’re hiding behind LinkedIn’s members-only wall to do it.

Lee Hecht Harrison is one of the biggest outplacement firms in the world. It’ll also help you find a job — if you’ll pay. What does it deliver?

Michael Schumacher, Senior Vice President at Lee Hecht Harrison, steals Ask The Headhunter advice, and delivers it to his clients via the firm’s members-only LinkedIn Group.

Schumacher published an article under his name, titled “Sure Thing?? Hardly!!!”, three months ago. You can click the link, but you can’t read it unless you’re a paying member of LHH’s “Client & Alumni Group,” which has over 2,600 members. But, no worries — thanks to friends of Ask The Headhunter, you can see it here.

How I got ripped off

I wrote and published that article over 15 years ago, and it’s titled There is no sure thing.

It’s also copyright protected and Schumacher and Lee Hecht Harrison are in violation of U.S. Copyright Law. Schumacher’s petty edits underscore his rip-off.

Ask The Headhunter is a for-profit content licensing business that generates revenue from its protected works.

Ask The Headhunter is all about helping people get good jobs and keep them — but Michael Schumacher should be fired. His clients, who ratted him out to me and sent me his “work,” are wondering what Lee Hecht Harrison delivers for the fees it charges.

Career scams are everywhere

Just because you — or some big corporation — are paying big bucks to big-name companies for career services doesn’t mean you’re not getting scammed. Just look at TheLadders, LinkedIn, Toronto Pathways/Job Success, and Lee Hecht Harrison. They’re just the tip of the career-industry racket. Every day, another one gets exposed because consumers like you post your stories on websites like Ask The Headhunter.

In the meantime, these racketeers add funds to their legal budgets and buy their way out of infractions, blowing it all off as a cost of doing business. (Jeff Weiner says, “That needs to be corrected and improved, and it will be.”) The rest of us get ripped off.

Why does this continue? HR departments endorse and promote these practices every time they spend their corporate budgets on these bad boys of the career industry.

Many thanks to those friends of Ask The Headhunter who tipped me off to copyright violations. And a tip of the hat to all the plaintiffs who sued the scoundrels who ripped them off. This update tells us that consumers can fight back!

There’s an entire career industry scamming you and employers alike. We regularly bust career rackets and hang them out to dry. But scammers keep developing new ways to hook you, while HR continues to fund them. What new scams have you encountered? What old scams never seem to go away? Please post your comments and stories.

Special Note: If you belong to the Lee Hecht Harrison LinkedIn Group mentioned above, please drop me an e-mail.

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Lee Hecht Harrison rips off Ask The Headhunter

Filed under: Heads up, Job scams, Stupid HR Tricks

respectWhat does an expensive, big-name corporate outplacement firm like Lee Hecht Harrison deliver to its clients and “alumni” for the big bucks they pay?

Ripped-off Ask The Headhunter articles.

Michael Schumacher, Senior Vice President at Lee Hecht Harrison, published an article under his name, titled “Sure Thing?? Hardly!!!”, three months ago. You can click the link, but you can’t read it unless you’re a paying member of LHH’s “Client & Alumni Group,” which has over 2,600 members.

Thanks to some of Lee Hecht Harrison’s clients, I’ve got a screen shot of the article — and I was even able to see it “live” on LinkedIn. (Click image to enlarge.)


I wrote and published that article over 15 years ago, and it’s titled There is no sure thing.

It’s also copyright protected and Schumacher and Lee Hecht Harrison are in violation of U.S. Copyright Law. Schumacher’s petty edits underscore his rip-off.

Ask The Headhunter is a for-profit content licensing business that generates revenue from its protected works.

It’s no surprise, however, that Schumacher’s clients loved the advice in my article. LHH distributed it to over 2,680 people without permission or attribution. Here are the comments it garnered on his LinkedIn page: (Click image to enlarge.)


Ask The Headhunter is all about helping people get good jobs and keep them — but Michael Schumacher should be fired. His clients, who ratted him out to me and sent me his “work,” are wondering what Lee Hecht Harrison delivers for the fees it charges.

Schumacher must have never read the material LHH publishes about a person’s social media presence — and how anything you post online can and will expose and haunt you forever. Forever is serious stuff. So’s U.S. Copyright Law.

Special Note: If you belong to the Lee Hecht Harrison LinkedIn Group mentioned above, please drop me an e-mail.

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Want a job? Threaten to start a business!

Filed under: Fearless Job Hunting, Getting in the door, Interviewing, Job Search, Q&A

In the October 13, 2015 Ask The Headhunter Newsletter, a reader wonders whether rejection in the jobs marketplace suggests it’s time to start a business instead.


My husband and I have been in the software business for ten years. Paul was a crucial part of two successful start-ups. The products he developed won awards and were best-sellers, and as a result he was hired by an established company. (They hired me, too.) There, Paul started, designed and finished a small project for a client that was worth about 50,000 euro. Then he showed how his work could be turned into two products — the company’s first. The company was thrilled and so were the customers. The company netted 500,000 euro from his work. The rest has been history for us. Paul became the leader of our team and we have created many more successful products.

business-plan2Now Paul feels he has no room to grow and it is time to move on. The companies to which he has sent his C.V. [what Europeans call their resumes: Curriculum Vitae] are very impressed, but they say he has not managed huge enough projects or teams. He even got a call from a headhunter (his first!), but four weeks after the interview there has been no feedback.

Paul has proved again and again that he knows how to make a product that will sell, but he can’t sell himself. These companies have lost a chance to get a great software developer and businessman! Is there any hope? Should we keep trying to get the jobs we want, or start our own company?

Nick’s Reply

The answer is do both. Trying to start a company can lead to getting a job. I will explain how momentarily.

Paul is clearly talented, and I’m sure you are, too. I believe the problem that big companies have with his lack of experience with “big projects” and “big teams” is nonsense. Narrow-minded headhunters, personnel jockeys and managers miss out on great new hires when they confuse experience with talent. (See Pssst! Here’s where you should be recruiting top talent!)

Lots of people can conceive new products. Some can actually design them. But the rarest worker is one who can conceive and get a finished product out the door profitably and make customers happy. That’s talent. Interviewers often do not know what to do with unusual people like Paul. Investors, however, do.

You are both at a crucial point in your careers. You have proved what you can do. Now you need the infrastructure that will enable you to do bigger projects. If you compromise on that, you will hurt your careers and make yourselves miserable.

Here is my advice. Forget about pursuing jobs. If you want a great job, create your own business. I’m not suggesting this is easy, but it’s a path worth pursuing.

To start your own company, you will need to examine the market and the industry you want to specialize in. You will need to talk with many people, including prospective customers and distributors. You will need to talk to companies whose products will interact with yours, and with companies that produce related or competing products. (See the chapter titled “Scuttlebutt: Get the truth about private companies” in Fearless Job Hunting, Book 5: Get The Right Employer’s Full Attention.) All these contacts will guide your product development ideas and introduce you to the partners you will need. They will help you get funding, whether in the form of purchase orders or direct investment. (See Trading your job for venture funding.)

As part of your effort, you will produce a business plan. The plan is actually a substitute for a resume. It shows what you can do. However, unlike a resume, a business plan also shows how you will do it. That’s what gets a company’s attention and its investment. (See Stand Out: How to be the profitable hire.) In the course of talking with these companies, your meetings will be a substitute for traditional interviews. Companies will get to know you far better than they ever would in a job interview. Your business plan and these meetings will help you overcome objections to your lack of “big time experience.”

Some of your new contacts may help you start your business. Others will prefer to avoid competing with you — and they will recognize the opportunity to hire you and Paul. Stimulated by your business plan, they may offer you jobs.

The key is to introduce yourselves with a business plan instead of a resume, and with a business presentation instead of a job interview. That is how you will get past the “employers” so you can meet with the people in a company who worry about profit.

The traditional, small-minded hiring process of big companies doesn’t hurt just the job hunter. It also hurts the employer. Thus, your challenge is to avoid the hiring process. Your challenge is to get to the corporate-level executive (preferably a board member) whose job is to find new ways to make money, to find new products, to create new markets, and to develop new partnerships through investment. You cannot do that with a resume and a job interview.

Paul is a point on the productivity curve, but he is on the very narrow, leading edge of that curve. He is unusual. Few companies will know how to interpret his resume, how to interview him, or how to calculate his future value. He has great abilities. Don’t use those abilities to get a job. Threaten to start a company instead. He will get more attention — the right kind of attention. And he will either get funding, or win a great job.

job-offerWhich will be the outcome? I think it depends on too many factors to predict. The point is, you and Paul need to do the same things to achieve either goal.

For everyone else reading this, the message should be clear. Even if what you want is a job (and you don’t want to start a business), a smart way to do it is to develop a plan for a business and pitch it to the appropriate people — including competitors. (See Put a Free Sample in Your Resume.) I think it’s a sure way to a job offer, because a smart competitor will “buy you out” to avoid competition — by hiring you.

What’s the difference between job hunting and pitching a business idea? Is there really any?

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Is it time to quit my job?

Filed under: Changing jobs, Job Search, Parting Company, Q&A, Quitting, Resigning

In the October 6, 2015 Ask The Headhunter Newsletter, a reader seems to have landed in the wrong place — and wants out.


I accepted what seemed to be a great job. Nine weeks later, the smoke and mirrors are gone and I see that I’m working for a possessive CEO who won’t trust people enough to let them do their jobs. My direct boss has such dramatic mood swings that I don’t know if the day will be a good or bad one. I now understand why the company’s turnover rate is 80%. Almost everyone has been here less than a year.

I want to leave, but I don’t know how to handle it. I can’t leave this job off my resume, but I don’t know how it might hurt me to be looking again so soon. What’s your advice?

Nick’s Reply

During your interviews, did you meet with any of the people you would be working with, as opposed to just the bosses? That’s one way to avoid surprises from a new job.

mickey-mouse-operationIt’s very important to get to know other members of the team, and to use your meetings to find out the truth about what it’s like to work in a place. But that’s advice for next time. (See “Is this a Mickey Mouse operation?”, pp. 13-15, in Fearless Job Hunting, Book 5: Get The Right Employer’s Full Attention.)

I’d give this at least six months, and during that time I’d start a low-level job search. Kick it into higher gear if things continue to deteriorate.

Sometimes it takes a while to establish one’s credibility with management, and to develop a position that projects a bit of power. As this situation develops, and as you are also creating back-up job opportunities, you may find yourself ready to push back at the CEO and your boss, to see whether they take you seriously. If you can gain concessions, you may find reasons to stay. If you can’t, well, then you’ll be well positioned to make a move out the door. (See Parting Company: How to leave your job.)

Don’t worry about explaining this short stay. Just tell the truth. Keep it brief and to the point. Don’t complain, don’t explain. (See How should I quit this job?) In today’s rough-and-tumble business world people know that some companies aren’t great to work for. Not everyone will be surprised you left this company so soon, if that’s what happens.

It’s not unusual to get disillusioned about a new job. Give this a chance, because your position may improve with a little time. But don’t tolerate an ongoing miserable situation, either — accept the challenge of finding a job that’s right for you. Just step carefully next time! (See How can I find the truth about a company?)

Is it your fault that a job isn’t working out? Or did you make a mistake? It’s up to you to fix it, either way. How would you advise this reader?

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How to engineer your personal network

Filed under: Changing jobs, Fearless Job Hunting, Getting in the door, Job Search, Q&A, Success at Work

We’ve been talking about networking. (See Please! Stop Networking! and Network, but don’t be a jerk!) I know the idea of talking to strangers puts many of you off. Some of my readers on PBS NewsHour (see the comments section on that linked page) have even suggested networking is unethical, a form of nepotism, and insulting. In this week’s edition, reader Kevin Rose explains how he engineers his personal network. There are a lot of words in this column, but just three short “how-to” tips.

In the September 29, 2015 Ask The Headhunter Newsletter, an engineer tells how he changes job hunting into friend-making.


I am in the midst of reading Fearless Job Hunting and re-inventing my job search strategy. It has happened a number of times where I would go to a job interview — in a couple of cases out of town — and I heard nothing afterwards. I engineermight write once to check in, but then move on. Now, I can understand no response to a random resume, but lack of courtesy after one or even four interviews is inexcusable. One of my friends says they are afraid of liability, and I say that is pure bunk. Others tell me, “What can you do? That’s just the way it is.”

I am an engineer, so I change things. I don’t just sit idly by and accept things the way they are.

Now I can see that in following your advice that this will be less likely to happen. A company would not dare go radio silent if I interviewed via a personal contact. I will say that being introduced to a potential employer via personal contact has always led to the most satisfying and long-lasting jobs I have had. I will definitely follow your advice.

Nick’s Reply

Disrespect is now built into the HR culture because you and other job hunters are fungible. You’re a commodity. You are “free” because all people are “accessible” to employers. And, because there’s always someone out there better than you, who cares about being polite to you?

But the joke’s on HR, because with four to seven times more job seekers out there than open jobs, HR is still crying there’s a talent shortage. America is awash in unemployed or under-employed talent — people who can ride a fast learning curve. But HR technology can’t suss that out. It’s too buried in job-board databases. Job boards deliver no more than about 10% of hires in aggregate. But it’s easier for employers to spend billions each year on, LinkedIn and other job boards, than to go meet people in the professional community that they’d really like to hire. Hell, they could stand outside their door with a sign that entices you to get off your bike and stop in for an interview.

Kevin’s follow-up

talkingI just wanted to let you know that I attended a Rotary Club this evening for the first time. I loved it! Not only were people open about themselves including what they do for a living, but I got a chance to do some networking following your suggestions!

The woman sitting next to me is a paralegal at a company that does forensic engineering — I walk past them on my lunchtime walks just about every day. I said to her, “I would like to hear more about what you do sometime.” That’s all I said and she said, “You will have to come by sometime when we are taking a car apart.”

They analyze cars that crash, and testify in liability cases against manufacturers.

Now I don’t think that company would ever have a job for me, but knowing them will give me some perspective in my own engineering work. Also, I get to know the business community in my town. I wanted to thank you for this inspiration, and it is a lot more fun than Facebook of Linkedin. I also got a free meal, too!

So again, thank you for the nudge. Like I said, my best jobs have come through networking — one time from a friend at church, and my current job is one I found through an old girlfriend (with my wife’s approval). I am hoping to become acquainted with people such that the next time I need to find a job, I will know some people who might point me to an opening, or who may be instrumental in helping me start a business.

This doesn’t stop with Rotary. I recently rejoined my professional organization, But aside from clubs and organizations, I realize there are many, many ways of meeting people and making connections.

Thanks again!

Kevin Rose
Santa Barbara, CA

Nick’s Reply

I promised you three how-to tips about how to engineer your own network. Don’t blink: Go where professionals gather. Ask them about their work. Make friends. Anybody can do this.

How can you use Kevin Rose’s experiences to make networking work for you? Is it really so easy? (Many thanks to Kevin for sharing!)

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