A Reneged Job Offer

handshake-2056023__340(1)I have a friend who’s looking for a job. For real, a friend. Not a “friend.” While I’m also currently searching for new work, this isn’t an after-school special in which we all know the real identity of the “friend.” But like the moral tales you sometimes watched when you got home from class, this story also offers a valuable lesson.

What I’m about to describe is every candidate’s worst nightmare. It’s something that lots of people wonder: Does this actually happen? It happens. Sometimes like this:

My friend Steve* (of course there’s an asterisk) was recently offered a job at America’s Most Disorganized Employer* (there it is again!). He was eager to accept it, except the offer letter lacked enough details. Beyond salary, it mentioned little else. Clearly, a red flag demonstrating a sloppy hiring process or total ignorance about what candidates value, or both.

So Steve did what every candidate should in such situations. He contacted the hiring manager for more information. That’s when he learned that America’s Most Disorganized Employer allows only 10 days for PTO, including sick days. But who cares. Is there free soda? A ping-pong table?

Nothing like companies offering stupid, meaningless perks to try to hide an unwillingness to recognize that people have lives outside the workplace, right? The best talent such firms can hope to lure are job-seekers desperate for work.

Steve was one of those people. He was planning to ultimately accept any offer, but again, he did what every candidate should. He negotiated for more money and more time off, to which the hiring manager replied, “There’s wiggle room.”

No there wasn’t.

The following day, Steve received an email from the hiring manager. After further reviewing Steve’s background, the hiring manager explained that “you sit at an experience level higher than what this role requires. For that reason, we’re going to retract our offer and feel your expertise will be better utilized in a higher role elsewhere.”

How considerate.

“Sorry” and “apologize” never appeared in the message—which should’ve been conveyed in a phone call, anyway. The lack of contrition and empathy—nevermind the illogic behind the rejection—are appalling, rude, and unprofessional. Hence the company’s abysmal Glassdoor reviews (which—surprise!—cite high turnover).

The “overqualified” excuse is disingenuous at this point.  America’s Most Disorganized Employer knew all along the details of Steve’s background. To suddenly pull a job offer by stating that a role is too junior for a candidate shows that the organization lacks much organization. It sends a signal that it doesn’t know what it’s doing.

Thankfully, this type of incident is rare. When it does happen, it’s sometimes because a company decides not to fill the position at all or because the nature of the role has changed. Unpleasant as that may also be, it is far worse to insist that someone that you just asked to start working for you next week is now too senior for the job.

It’s also a blessing for the candidate.

Steve dodged a bullet. You know that a business that botches recruitment this badly is probably screwing up in countless other ways. My friend will ultimately find another job, and I’m pleased to report that the experience has not discouraged him from negotiating his worth in the future.

The moral of the story: When you screw candidates this badly, you screw your employer brand. Empathy, respect and kindness are not just hallmarks of a great candidate experience. They are baseline characteristics of what it means to be a good human being. Cue the rainbow.

Why You Don’t Deserve Recognition for Your Results

stars-303203__340(1)(1)(1)(1)Beware of people who say things like, “I’m the sort of person who likes to get things done.” They almost always make this remark when trying to impress an interviewer, colleague, or manager. The implication is that while all the losers around them are busy being losers, these are the stars of your organization. Often, though, they’re just jerks, or walking clichés at the very least.

The reality is that all of us like to accomplish things. That’s why I hate the term results-oriented to describe anyone.

Know what else I hate? Best practices. So you can imagine how I feel when I hear pundits, executives, and everyone else preach that a best practice for building a results-oriented workplace is to recognize employees who produce…results.

It’s a line that so many people repeat so many times that it’s easy to mistake it for a fact.

It’s actually an alternative fact, an opinion disfigured into a recommendation because it makes intuitive sense. If this seems intuitive to you, too, your intuition is fooling you.

Rewarded for Luck

A while back, I spoke to Michael Mauboussin, Credit Suisse’s head of global financial strategies and author of The Success Equation: Untangling Skill and Luck in Business, Sports, and Investing. He explained something that you probably already feel in your gut but might be too panicky, egotistical, or deluded to admit: Many of your achievements—the same ones that earn you praise (or punishment)—are largely beyond your control. Mauboussin explained:

There’s a continuum of things that are pure luck on one end and pure skill on the other. When your outcomes are truly a reflection of the work that you’re doing, a results-oriented evaluation is not unreasonable, like in manufacturing, which is very skills-oriented. But things like launching a successful R&D project are inherently probabilistic, with a lot of randomness and luck to them. There are profound influences that are hard to anticipate.

And get this: The higher you are on the ladder, the greater the role that luck plays in your work. You know what else grows with each rung? Compensation. All of which means that a four-leaf clover increasingly determines what you earn in cash and recognition as you move up a hierarchy. Continue reading

This Is Gay

Scan 6-2-2Does this photo make me look gay? Do I make this photo look gay? And what’s with the hair? It looks very Presidential, only fuller, don’t you think?

This was me around the time I realized that I liked boys and the power of Sun-In and a hairdryer. I’ve been thinking about the person in this picture as I recently watched a TV show that you probably did not. ABC’s When We Rise condensed the sweeping arc of gay-rights over the past 50 years into a four-night, eight-hour miniseries. A big commitment, I know—and I don’t just mean from viewers. That a major TV network devoted a week of prime time to telling queer stories is a major sign of progress.

Yet this was no Roots. Ratings sucked, which some might say also signifies progress. Today, the notion that gay people are, you know, people isn’t as wackadoo as it used to be. And so a history lesson depicting the heartaches, struggles, and triumphs of the gay movement can’t capture attention the way that the heartaches, struggles, and triumphs of The Real Housewives of Beverly Hills can these days.

Still, I liked the show. It spoke to me, maybe because I was born in 1976 and pushed open the closet door when I was 13. Not many middle-school boys back then openly proclaimed their love for Madonna or knew the entire “Vogue” routine. Even fewer kids supported those who did; gay-straight-student alliances were not yet a thing.

As I watched When We Rise, I obviously reflected on how today so many people take for granted the reality of being gay now vs then. In the early ’90s:

  • I remember being taken to a psychologist not to change my orientation but to confirm that I might be passing through a phase. (Confirmed! I’m still going through it!)
  • I remember stealing gay books from Waldenbooks because I was too scared to be seen buying them.
  • I remember being called a faggot one day in high school. I remember being called a faggot the next day, too. And many days after that.
  • I remember a guidance counselor who stood in the hallway like a deer in headlights after hearing such barbs hurled at me.
  • I remember a theater of moviegoers reacting in (likely feigned) disgust when two male dancers kissed in Madonna’s Truth or Dare. I also remember being one of them, pretending to be grossed out since I wasn’t fully out.
  • I remember wearing kooky clothes to school and feeling relieved that people were making fun of me for something other than being gay.
  • I remember wishing that I were fat, because I thought one F-word wasn’t as insulting as the other.
  • I remember another student coming out and admonishing me for being a disgrace to all gay people (it was either the bathrobe or phone cords I wore to school).
  • I remember a friend telling me to walk in front of her because she didn’t want to be seen with me. A friend.
  • I remember being fired from a summer job as a supermarket cashier seemingly for being gay, and letting them get away with it because I didn’t want to be that guy who played the minority card. (You can read about it here.)
  • I remember deciding to pursue a career in fashion design (my eventual college major), because gay people belong in the arts. I’m gay. I liked clothes. See the logic? A glamorous job in HR never occurred to me. To this day, I’m frustrated that I made a major life decision based on the wrong reasons, or the right reasons at the time, or without much reasoning to begin with.

I remember a lot more, and probably forgot even more. And though I enjoyed the TV show, it made me queasy to relive such memories. I bet the show unnerved lots of homosexuals. Homosexuals! To even hear that word used on TV was weird. Like I’ve always said: Never trust anyone who refers to gays as homosexuals.  Continue reading

How Not to Hate Change (Part 3)

change-948016__340When change-management efforts fail, it’s worth pondering if it was really a lack of efforts that ruined everything. That is, maybe it’s less about what leaders did and more about what they didn’t do.

This week, I’ve been sharing a series of posts featuring what 25 senior executives at leading organizations told me about how they manage change. Their insights come from an article I wrote some years back, but they are just as relevant now.

Communicating Change

Today, in the series’ third and final post, I want to highlight the role that leadership and communication play when managing change.

Read below what execs from Verizon, MassMutual, Novartis, and other big companies have to say about leading and communicating change. (Note that companies and titles reflect people’s roles at the time the article was published. In fact, today almost none of the 25 executives interviewed work for the same corporation and even fewer hold the same job. You know, things change. To view their full comments, and those of other executives, check out the original article, “Will Your People Be Ready?”.) Continue reading

How Not to Hate Change (Part 2)

craftsmen-1713666__340

Is it better for a company to develop a sea of generalists or specialists?

The ideal answer is probably yes—in the sense that you want to have a mix of both types of workers. But given limited resources, which would yield a better workforce?

This week, I’m sharing a series of posts featuring what 25 senior executives at leading organizations told me about how they manage change, including answers to the question above. Their insights come from an article I wrote some years back, but they are just as relevant now.

Change’s Impact on L&D

Today, in the series’ second installment, I want to focus on how change influences learning and development efforts, and vice versa.

Read below what execs from Caterpillar, Shell, General Mills, Deloitte, and other big companies have to say about how L&D and change management intersect. (Note that companies and titles reflect people’s roles at the time the article was published. In fact, almost none of the 25 executives interviewed work for the same corporation and even fewer hold the same job today. You know, things change. To view their full comments, and those of other executives, check out the original article, “Will Your People Be Ready?”.) Continue reading

How Not to Hate Change (Part 1)

question-mark-460869__340Change makes me nervous. There, I said it.

It unsettles me for the same reason it unsettles you—because as much as today might suck, tomorrow could suck worse. (Want proof? Watch CNN’s political coverage.)

Of course, you’re not supposed to actually admit your insecurity. In job interviews, during work meetings, and when speaking with colleagues, you’re expected to talk about how change brings fresh possibilities and new opportunities. You’re supposed to spout some bullshit about how you thrive in uncertainty and ambiguity. Bring it, yo! You’re an effing change agent! And don’t change agents love change?

No! Change agents like when they initiate change. But they’re just as likely as anyone to get the jitters, maybe even more so, when someone else grabs the wheel to careen down a new road. Still, when an organization tinkers with people’s routines, you know the response it wants: Yes we can!

Yes we can! But do we want to?

Take what’s happening at IBM right now. The company’s Chief Marketing Officer Michelle Peluso recently announced that U.S. marketing staff may no longer work remotely or out of smaller district offices. (Supposedly, the new policy will extend to many more workers.) Employees have 30 days to decide whether to report/relocate to one of six “strategic” locations: Austin, San Francisco, New York, Cambridge (Mass), Atlanta, and Raleigh. What’s more, they will not get to choose the city. Continue reading

Mourning in America

light-1551387_960_720-2Someone in your family just died. That’s really too bad, and work must be the last thing on your mind. You’ll obviously need time to grieve, attend a funeral, blah, blah, blah, but you’ll be OK enough to head back to the office really soon, right? Like, perhaps in three days? Sound cool to you?

Of course, you may take longer than that, but things may get…um…you know…kind of complicated to figure out. But really, you should take whatever time you need. Still, three days should be sufficient, right?

That’s essentially the response that many workers get from their employers after a loved one dies. While few managers or HR professionals would ever say the above, they don’t have to. They have policies to do it for them. Nationwide, the average length of paid leave for bereavement of immediate family members is three days. One day for your cousin Shelby.

Ain’t no way I’d be able to work, let alone function semi-normally, that soon. And I doubt you would. Neither would anyone who works in HR—you know, the same people who craft or uphold these egregious edicts.

So why not change the rules?  Continue reading

I Am a Refugee

statue-of-liberty-1142486__340I came to America in 1979. That I am an immigrant is common knowledge among friends, acquaintances, and anyone who’s sat on my schmata-covered couch (it’s not plastic, OK?). But many people do not realize that I am also a refugee.

My family fled the Soviet Union about 37 years ago so that we could buy quality toilet paper at Walgreens. That, and something about an oppressive regime. I’m too young to remember growing up under authoritarianism (though I’m getting a bit of a real-life lesson now), but my mom tells me that life pretty much sucked.

I think nothing of my neighbor overhearing Britney Spears blaring from my apartment, but when my mom was young, her family used to listen to BBC Radio at home at barely audible levels. They did this in spite and because of the fear that neighbors might discover and report the illegal act, ensuring shipment to a camp (not the summer kind), or worse.

Like most Russians, my mom wasn’t allowed to say anything she wanted, live anywhere she wanted, or work anywhere she wanted. But hey, at least she could vote. The choice was always Candidate A or Not Candidate A. Not Candidate A consistently lost by a landslide.

There were also economic problems. You know, Jews. Many Russians understood the obvious: Money-hungry, cheap Jews were manipulating the ruble. Actually, you could trace pretty much everything wrong with the country back to the Jews. Forced to queue for toilet paper, bread, or whatever surprise staple awaited you (if there was a line, you got on it)? Blame a Jew. Lost a job? Blame a Jew. Stuck in traffic? Blame a Jew. Bad hair day? That’s on you, but take it out on Ilya Cohenbergman anyway because you know he’s doing something to ruin your life. Continue reading

Ashamed to Be Nice

smiley-1271125_960_720There’s a really popular article on LinkedIn called “A Human Resources Career Is Not for ‘Nice’ People.” So far, it’s garnered more than 20,000 likes, almost 2,000 comments, and nearly 10,000 shares.

It’s not hard to see why: When you read something implying that friendliness and human resources are incompatible, you think Wow! or What? or Huh? or But I’m in HR and I’m nice!

Is Nice Enough?

The problem, as the article insists, is that too many HR people think that their jobs are all about helping people. They consequently assume that “being a nice person is qualification enough for the function.”

Who are these people? Who are these professionals that believe that grinning from ear to ear at work is all you need to do your work? Many of the HR peeps who I know have “MBA,” “SPHR,” or a host of other acronyms trailing their names. What idiots! They spent all that time and money and energy growing their knowledge when they could’ve gotten by with a mere smile.

The post goes on to detail how hard HR can be. It cites examples of professionals who must lay off people, have difficult compensation conversations, and do other not-fun things. All of which point to the notion that “nice is not enough.”

Well of course it isn’t!

The article eventually explains that we should replace “niceness” with “empathy.” Fair enough, but can’t we embody both? Shouldn’t we?  Continue reading

Happy Tim Sackett Day, Lisa Rosendahl!

ez4khtmbYay! It’s Tim Sackett Day! I already knew of blogger extraordinaire Tim Sackett but only recently found out that he has an entire national holiday named after him. Tim Sackett Day is when HR bloggers honor one of their own. It started some years back when Tim wasn’t getting enough press, so the HR blogging community decided to give him a collective shout-out. Since then, celebrating a fellow HR blogger has been annual tradition. Cool, right?

This year, we’re applauding Lisa Rosendahl. I don’t know Lisa personally, but I wish I did. Lisa is a leader, a veteran, a mom, and a source of inspiration for other bloggers. I’m also told she’s far too humble to bang the drum about herself, so I’ll happily do it for her.

Here’s what you need to do. Start by reading about how Lisa fell out of a plane, and then check out the rest of her blog. If you like what you read—and you will—let her know. After all, recognition is at the heart of Tim Sackett Day, so be sure to thank Lisa for all her contributions!

Happy Tim Sackett Day, Lisa!