What is the perfect Diversity mix for your company?

This is a question I think many executives and HR and TA leaders struggle with. SHRM hasn’t come out and given guidance. ATAP has not told us at what levels we should be at with our diversity mix. So, how do we come up with this answer?

Seems like we should probably be roughly 50/50 when it comes to male and female employees. Again, that’s a broad figure, because your customer base probably makes a difference. If you’re selling products and services mostly women buy, you probably want more women on your team.

The more difficult mix to figure is when it comes to race. Should we be 50/50 when it comes to race in our hiring? Apple has taken it on the chin the last few years because of their demographic employee mix, and even as of this week, are still catching criticism for having only 1/3 of their leadership team is female, and only 17% of their entire team being black and Hispanic. 55% of Apple’s tech employees are white, 77% are male.

So, what should your diversity mix be?

The most recent demographics of race in America show this:

  • 61.3% are white
  • 17.8% are Hispanic/Latino
  • 13.3 are black
  • 4.8% Asian

Some other interesting facts about American race demographics:

  • 55% of black Americans live in the south
  • White Americans are the majority in every region
  • 79% of the Midwest is white Americans
  • The West is the most overall diverse part of America (where 46% of the American Asian population live, 42% of Hispanic/Latino, 48% of American Indian, 37% of multi-race)

So, what does this all mean when it comes to hiring a more diverse workforce? 

If 61.3% of the American population is white, is it realistic for Apple to hire a 50/50 mix of diversity across its workforce? I go back to my master’s research project when looking at female hiring in leadership. What you find in most service-oriented, retail, restaurants, etc. organizations are more male leaders than female leaders, but more female employees than male employees.

What I found was as organizations with a higher population of female employees hired a higher density of male employees as leaders, they were actually pulling from a smaller and smaller pool of talent. Meaning, organizations that don’t match the overall demographics of their employee base have the tendency to hire weaker leadership talent when they hire from a minority of their employee base, once those ratios are met.

In this case, if you have 70% female employees and 30% male, but you have 70% male leaders and only 30% female leaders, every single additional male you hire is statistically more likely to be a weaker leader than hiring from your female employee population for that position.

Makes sense, right!

If this example of females in leadership is true, it gives you a guide for your entire organization in what your mixes should be across your organization. If you have 60% of white employees and 50%, female. Your leadership team should be 60% of female leaders.

But!

What about special skill sets and demographics?

These throws are demographics off. What if your employee population is 18% black, but you can’t find 18% of the black employees you need in a certain skill set? This happened in a large health system I worked for when it came to nursing hiring. Within our market, we only had 7% of the nursing population that was black, and we struggled to get above that percentage in our overall population.

Apple runs into this same concept when it comes to hiring technical employees because more of the Asian and Indian population have the skill sets they need, so they can’t meet the overall demographics of their employee population, without incurring great cost in attracting the population they would need from other parts of the country to California.

Also, many organizations’ leaders will say instead of looking at the employee base we have, let’s match the demographic makeup of the markets where our organizations work. At that point, you are looking at market demographics to match your employee demographics. Again, this can be difficult based on the skill sets you need to hire.

If I’m Apple, I think the one demographic that is way out of whack for them is female hiring. 50% of their customers are female. 77% of its employees are male, but only 33% of its leadership is female. It would seem to make demographic sense that 50% of Apple’s leadership team should be female.

Thoughts? This is a really difficult problem for so many organizations, and I see organizations attempting to get more ‘diverse’ in skin color without really knowing what that means in terms of raw numbers and percentages.

What are you using in your own shops?

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How Great Leaders Handle Crisis!

We’ve had a lot of crises over the past couple of years. Everyone would agree with this.

It’s been popular since the beginning of time to judge people based on their best moment. Stand up tall, when others are small and you are destined for greatness in history. No matter when you did before or after.

Rudy Giuliani, by most, is considered a great leader of our time for his leadership in the aftermath of the 9/11 attacks. He was in charge when the towers came down. He said and did the right things during that time. He will be forever remembered for that time in his legacy.

The reality is, leaders are not best judged in times of crisis.

Great leaders should not be judged by how they reacted in a once-in-a-lifetime event, but by how they act every day. On good days, average days, bad days, and very rarely on crisis days. The problem is we aren’t paying attention to normal days. We don’t see the greatest. So, we judge them on the few times we see them, which are either celebrations or catastrophes.

Crisis management is incredibly difficult for leadership teams at organizations. You try with all of your might to put your own situation aside, but it’s always there in the background, while you try and do what’s best for all involved. The hardest thing a leader will ever do is make the decision that some will have to lose their job, so the majority can keep their job. Even putting your own name on that list of cuts, isn’t as difficult.

Nobody wants to be judged by his or her worst moment. In crisis management, we tend to have a lot of worst moments because we are often making quick decisions with the limited information that in hindsight looks foolish.

As we are all going through some level of crisis management currently, I wanted to share Professor Scott Galloway’s three steps of crisis management from his NYU class he teaches on the same subject:

  1. Top Guy or Gal Takes Responsibility
  2. Acknowledge the Issue
  3. Overcorrect

Overcorrect is the key. Well, I’m not sure if we should do this, let’s just wait a little while longer and see what happens. NO! Overcorrect. Make the safest choice possible. Make the best choice possible for your people. Act swiftly.

If we watch, we will see great leadership moments in any crisis. Some of these moments will be by great leaders doing great leader stuff. Some of these moments will be done by idiots who just happen to be in the right place and make the right decision. Don’t confuse a moment of leadership competence with being a great leader.

Great leaders don’t just show up for a crisis, they show up every day.

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What is your “Save” strategy for 2022?

I’m calling 2022 the “Great Retention“! Primarily because I was sick of hearing “Great Resignation” when it wasn’t really the great resignation, it was more reshuffling. A ton of openings allowed workers to upgrade jobs and salaries in 2021, so yes, folks “resigned” but then immediately accepted a job somewhere else they felt was better for their life choices.

We are facing some major challenges in 2022 and beyond. Most of which can be traced back to simple demographics. The reality is, we are going to see more jobs than workers for a long time. This means a few things:

  1. Yes, we can be and must be getter at acquiring talent.
  2. We need to be more flexible with our workforces, if we want to keep and attract talent.
  3. We need the government to open up immigration in new and innovative ways, for both skilled and unskilled workers.

How are you going to Save talent in 2022?

Your recruiting strategy can not only be to actually go recruit more talent in 2022. There must be a simultaneous strategy to retain talent and save talent. What’s the difference between retaining and saving?

Retaining talent is about a systematic, ongoing strategy to improve and change pieces within your work world that helps create an environment where your current employees want to stay longer with your company.

Saving talent is about having a systematic strategy that is designed to talk someone out of leaving your company for another opportunity. A save strategy goes into effect the moment you believe someone is going to leave you. That might be when they put their notice in, or maybe you start to hear about someone interviewing, etc. The reality is, there’s a good chance they are looking to leave your employment.

What does a save strategy look like?

Most save strategies are designed around critically hard-to-fill and/or revenue-focused roles. Roles that will have the most impact by keeping well-performing talent versus having to go out and try to hire new talent.

When you engage a save strategy, there must be concrete steps you take to try and talk the employee out of leaving. This might, and usually, includes multiple people, including senior executives up to the CEO. In a traditional notice situation, you have two weeks or so to work your strategy. While the person is in your employ you can have them travel, meet, and pretty much pay them to do what you need before they leave.

Traditionally, let’s face it, most of us waste these two weeks. We let the employee dictate what they will do and not do. This usually ends up being pretty much useless as the current employee just makes sure people know what they have going on before they leave.

What if you designed those two weeks around trying to do whatever it would take to keep that employee with your company? You might have them meet with the leadership team and discuss why they are leaving and what it would take to keep them. You might have them go try a different job they are interested in to see if they would be opening to transfer to another role or location.

I’ve worked with organizations that when a certain level of an employee put their notice in, they were immediately scheduled for a flight out to meet with the company executive team to discuss why they decided to leave and what the executive team could do to keep them. The success rate was 40%. Not perfect, but instead of hiring ten new employees for every ten that put their notice in, we only had to hire six! That made a huge difference for a stretched TA team!

The best recruit you’ll ever make is the one you don’t have to!

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The Point is Finality

Most work becomes a series of urgent events and tasks. We run from one urgency to the next, constantly fixing things to make them work better at the moment. Solving these urgencies gives us a great feeling of satisfaction. That was broken and I fixed it! Oh wait, there’s another one…

This might be the biggest cancer in organizations.

Quick fixes don’t ever really solve the underlying problem of why something isn’t working the way it should. We rarely work to solve the core issue and put a permanent solution in place. The time that does happen is usually after someone gets fired and the entire process has collapsed under a mountain of urgent fixes that have been cobbled together over months and years.

I see this on a monthly basis with leaders I speak with. I’m lucky to be on the front side of many of these conversations with leaders new in position who are working on building it the ‘right’ way. Finally, trying to get away from urgent fixes and put permanent solutions into play. To jump off the treadmill and add some finality to the process.

“We have always done it this way“.

That statement has gotten a bad reputation. We make fun of people who say it. When in reality, we should all be striving to say this statement. We’ve always done it this way because it freaking works amazingly! We had a problem. We worked our butts off to find the right solution for the long term, and unsurprisingly, it works and we kept doing it.

Jumping from one shiny new thing to the next, adding in stuff to cover up something that stopped working for now, because we don’t have time to truly fix the root cause, has become the norm for almost every department and function we have in organizations.

We’ve lost the view of “oh, I might have to live what I’m building here for the next twenty years, so I should probably make it work properly.” Instead, it’s “yeah, our process sucks, but we (add in excuse here), so we’ll just have to deal with it for now”. “For now” means until I either find a new job, or I get fired, or I move to another job or department.

I hate workarounds.

When someone tells me they are going to do something as a workaround I immediately have anxiety. Because what I hear is, “I don’t want to fix this the right way” I would rather fix it temporarily so it can be someone else’s issue down the road.

We have this belief that we can’t stop and fix things the way they should be. We don’t have the time, we can’t stop what we are doing. Until of course you get fired or leave, then someone ‘magically’ has the time to fix it the right way.

The worse spot you can be in is a cobbled mess of systems, processes, and people who don’t give a shit. If you find yourself in this spot there are only two options: 1. Leave; 2. Stop everything and fix it the right way.

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5 Things Leaders Need To Know About Developing Remote Employees.

I think we try and deliver a message to organizations that all employees need and want to be developed. This is a lie. Many of our employees do want and need development. Some don’t need it, they’re better than you. Some don’t want it, just give me my check. Too many of our leaders truly believe they can develop and make their employees better than they already are. This is a lot tougher than it sounds, and something most leaders actually fail at moving the needle on.

Now, let’s add in we don’t get the luxury of seeing and spending a bunch of one-on-one, face-to-face time with many of our employees who are now working remotely!

Here are some things I like to share with my leaders in developing their remote employees:

1. “When someone shows you who they are, believe them the first time” -Maya Angelou. I see too many leaders trying to change adult employees. Adult behaviors are basically locked. If they show you they don’t want to work. They don’t want to work. Part of developing a strong relationship is spending time with people who are not a waste of time.

2. People only change behavior they want to change, and even then, sometimes they’re not capable of it. See above. When I was young in my career, I was very ‘passionate’. That’s what I liked calling it “passionate.” I think the leaders I worked with called it “career derailer.” It took a lot for me to understand what I thought was a strength, was really a major weakness. Some people never will gain this insight. They’ll continue to believe they’re just passionate when in reality they’re just really an asshole. When you work remotely, it’s way easier to have these personality ticks. Great developers of talent find ways to help folks realize these and diminish them.

3. Don’t invest more in a person than they are willing to invest in themselves. I want you to be great. I want you to be the best employee we have ever had work here. You need to be a part of that. I’m willing to invest an immense amount of time and resources to help you reach your goals, but you have to meet me halfway, at least. Don’t think this means a class costs $2,000, so you should be willing to pay half. It doesn’t. Financial investment is easier for organizations to put in than for employees, but if you pay for the class and it’s on a Saturday and the employee turns their nose up to it, they’re not willing to ‘invest’ their share.

4. It’s usually never the situation that’s pissing you off, it’s the mindset behind the situation that’s pissing you off. Rarely do I get upset over a certain situation. Frequently, I get upset over how someone has decided to handle that situation. Getting your employees to understand your level of importance in a situation is key to getting you both on the same page towards a solution. Failure to do this goes down a really disastrous path.

5, Endeavor to look at disappointment with broader strokes. It’s all going to work out in the end. It’s hard for leaders to act disappointed. We are supposed to be strong and not show our disappointment. This often makes our employees feel like we aren’t human. The best leaders I’ve ever had showed disappointment, but with this great level of resolve that I admired. This sucks. We are all going to make it through this and be better. Disappointment might be the strongest developmental opportunity you’ll ever get as a leader, with your people. When you are showing disappointment over a Zoom call it’s way to easy for this to get misinterpreted as well. Try to have these conversations face-to-face if possible.

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How fake is your employment brand?

By Tim Sackett

I think most employment brands are completely fake. The reason I feel this way is because HR and Executives approve the messaging.  We, HR and Executives, are the last people who really know what our employment brand truly is.

So, we end up with stuff like this:

Seems really cool!  Makes us feel good about ourselves and our organization.  But for the most part, it’s one big lie.

That’s marketing.  It’s not marketing’s job to tell you the truth.  It’s marketing’s job to get you to buy something.  Sometimes it’s just some crappy product or service. Sometimes it’s the church down the street with the cool young pastor and rock band.  Sometimes it’s working for your organization.

Many HR Pros and Executives get really pissed off when I say something like this.

That’s because they drink their own Kool-aid.  They truly believe the messages brought forth are the truth.  Those messages are what they hope and dream the organization to become, so they’re all bought in on making it happen.  I actually really like these people. I like people who are bought into making their organizations what their commercials are telling us they are, even when they aren’t.

Who wants to go work for an organization that puts up a commercial of some manager unable to communicate what needs to be done, and Bobby down in the accounting bitching he only got a 14 lb. turkey from the company when last year he got a 15 lb. turkey?

No one!

But that’s truly your organization.  Organizations are like families. You have some folks in your family you don’t want the rest of the world to see, but when you take the family photo it looks like everyone is fairly normal and well adjusted.

So, how fake is your employment brand?  On a scale of 1 to 10, 1 being Goldman Sachs and 10 being Google, where does your organization fall?

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The Primary Work Element That Creates Happiness!

Oh, I bet it’s working for a great boss! Or, maybe it’s having a best friend at work! No, it must be dog-friendly! Puppies make me happy! I wonder if it’s money or free tacos or something like that!?

No, you’re all wrong!

In fact, the one thing that correlates to high employee happiness at the office is the one thing you’re destroying! Isn’t that great! We’ve got one shot, one opportunity, to seize everything our employees ever wanted, but in that moment we let it slip…

There was a study done recently that asked about their modern workplaces. What was it in their office that made them the happiest? Turns out 90% of us want a private office. Yet, on the flip side, in all of our brilliance over 54% of us are converting our offices to open floor plans! Why? Because we’re stupid!

Also, because employees are kind of stupid in answering these kinds of surveys! They will tell you they want one of those cool, open office concepts with the bean bag chairs and picnic tables in a big room because look at those pictures of all the smiling faces of those employees. Also, is it just me, or do those smiling faces seem really attractive as well!? You know what? If we had open offices we would be more attractive!

For a decade, idiots like me and every media outlet known to man as talked about how Millennials just want open, collaborative spaces. We’ll be more productive, and have better teamwork, and make faster decisions, and be more collaborative, and we’ll solve global warming! The reality is much different. Turns out, working in a big, loud room with a bunch of fellow idiots employees makes you less productive.

Oh, great I get to sit in the middle of a giant room, across a giant table, and watch Steven pick his nose.

Here’s what happy productive employees actually want in an office:

  • Private.
  • Great WiFi and up to date technology.
  • Quiet.
  • Comfortable.
  • Cool design (which doesn’t equal ‘open concept’).
  • Well lighted.
  • Professional.
  • Clean, but not sterile.

Do we really hate cubes? Well, we hate cube farms that remind us of the 1979 Soviet Union. I don’t think most hate cubes that are designed for modern workspaces. The problem is we tend to not think about how we can use cubes in a modern design that lets people have a private space, but also open space for times they want that as well. It’s either cube farm or giant open warehouse, we tend to not think in between.

Ultimately, our employees want privacy and cool if you’re working for an organization that has made the decision that coming into the office is important to the success of the organization. I’m also going to guess if this study was done today, employees would also add “Flexibility” to the mix of what would make them most happy at work!

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What if you allowed anyone in your company to hire?

Let me walk you through a scenario and you tell me what I’m missing.

We all have hiring needs right now. Almost all of us are struggling to fill those needs. We love employee referrals! We also have great employees, doing great work who work with us, that we trust.

What would happen if we went to our employees and said, “Hey, we love you and trust you, so we are going to allow you to hire one person. You have total say in whether this person gets hired. We have a few parameters around HR stuff, drug screen, background check, etc., but the hiring decision is yours”.

You could probably add in some fun parameters like:

  • Here are the positions we have open that you can hire someone for. (IE., you might have some positions you don’t want the run of the mill making hiring decisions on)
  • If your hire fails, you won’t get this chance to hire another person for at least a year, so make it a good one!
  • If your hire succeeds, you will be given the ability to hire another person.
  • Maybe you want to throw some sort of bonus to your folks for successful hires, explain what “success” looks like, etc.

What might happen?

Honestly, I don’t know. I’ve never done it, but I think I would be willing to test it out.

Let’s dig into what we think would mostly happen.

My best guess is you would have some employees who would be like, awesome, I’ve got a friend or family member I think would do a great job, and I’m going to hire them. Yes! Some positions get filled and they have some employee sponsorship that will probably help hold them accountable and be more successful.

You will probably have a few misses. Yeah, I thought Johnny would do well, and since he has a record no one will hire him, but he’s my sister’s kid and I really thought he turned his life around and this was a great chance, but ultimately he’s a loser.

You will probably have some employees who think you are nuts and not serious.

The big question is would you allow this for any positions, or just low/no-skill type of positions? I mean, really, conceptually, it works for any level. If I have a finance position open, and there are certain requirements needed for the job, then it isn’t really that hard to see if the person can conceptually do the job or not with their experience and education. So, it could work for any level job, blue-collar or white-collar.

Does this empower your employees?

Imagine being an individual contributor in your organization and one day you wake up and go to work and you realize you can actually hire someone. I can have that experience of making a life-changing decision for someone else. That seems like it would be pretty powerful!

Do you remember the very first person you ever got to hire? That’s a giant career moment. I tend to think every person you hire is a pretty great career moment, but the first one is big!

I think being able to hire someone would be super empowering and it’s really just a next-level employee referral program. Instead of you just referring someone, just take it few more steps and make it happen!

I tend to look at our current staffing problems with a strong testing mentality. Let’s try a bunch of stuff and see what might work. Most of it won’t work, but we might run into something amazing! Maybe our first test of this concept is to go to a hand-selected group of 10 or 20 employees and give them the first shot. Measure the results, gather feedback, decide if it should be rolled out further or what changes should be made.

All that I know is that early in my career if the CEO came into my cube and said, “Tim, we are going to allow you to hire one person to work here!” I would have taken that assignment very seriously and would have thought that was super cool!

What do you think? Tell me how crazy this is.

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Follow Your Talent…Not Your Passion!

The worst advice you can get as a new professional in the world is to follow your passion. I’ll blame social media and the fake B.S. that proliferates Instagram, TikTok, etc. This one phrase, “Follow Your Passion” is probably the main culprit for the growth of the entire life coaching industry, and has probably ruined more careers than alcohol and drugs combined.

This is the first time I’ve written about this. I love puppies. Petting puppies is my passion. Puppies are awesome! Turns out, no one wants to pay me six figures a year to pet puppies. Ugh…there goes my passion. Honestly, from a talent standpoint, I’m not even sure I’m very good at petting puppies. I mean, I love it, but I don’t think I am necessarily better at it than anyone else.

The other day I heard someone say, “Follow your talent, not your passion.” and I thought, Oh, I like that!

When I tell some young person, you’re stupid, don’t follow your passion. I look like an old ogre who doesn’t get it. I mean I do get it, but when you’re young the world hasn’t beaten you down enough yet to understand what’s real vs. what’s fantasy. What every person can easily understand is “what is your talent”, what are you good at. There might be a number of answers to this. Some of the answers might seem like there isn’t much value, at least to a young person.

“I can easily talk to people I’ve just met.” What value does that have?! Oh, boy, let me tell you! You can work in all kinds of great positions because that skill isn’t something everyone has. I went to school for marketing, and I can talk to people easily, and I actually really like technology. Okay, now we are building up some really great skills that lead to some cool career opportunities.

We all have talents. Individually some of those talents don’t seem like much. You might have a talent of I can get up each day full of energy and ready to work. Great! That isn’t as common as you think! The reality is most of our talents, by themselves don’t seem like much, but when we combine them with other talents, and training, and the right culture fit, some amazing results can happen.

Follow Your Passion is the World’s Worst Advice

Unless your passion has some real value. That part is always missed by people giving that advice. Usually, those giving out that advice have abnormal passions. “My passion was coding and developing game theory and design…” Oh, really, well following that passion in this economy is probably a great idea!

The combination of talent + passion is really difficult for most people. People would say, oh, you love puppies, you should become a breeder or trainer of dogs. No, I have no desire to watch a dog give birth, yuck! Or work with dogs and train them, I just like snuggling them and petting them. I have passion, but no talent.

So, we begin to see there are caveats to following your passion. Basically, you should follow your passion if:

  1. Your passion has real value to earning a living.
  2. Your passion aligns with your talents.
  3. Your passion doesn’t cost your parents their retirement.

Now, my friend, Kris Dunn, believes that the most talented people you will run into usually have a high passion for the industry and/or profession they are thriving in. I believe this is true. So, in that case, yes, follow your passion. But, I wonder, is this a little bit of the chicken or the egg scenario. Do I have passion for this job, because I happen to be really freaking good at this job?!

I think many of us found success in professions we never even thought about doing when we were young. I know I wasn’t in high school thinking, “Oh, boy, I can’t wait to be a Recruiter!” I wasn’t in college thinking that either! But, I became a Recruiter, I became successful recruiting, and I’m really passionate about our profession! I love it! I talk about it every day! I’m proud to call myself a Recruiter.

My passion in college was coaching volleyball. Not very many people know that about me. I was actually pretty good at it as well. Turns out, coaching pays for crap for a lot of years and there aren’t many jobs that pay well. So, I had to make a business decision. Be a poor volleyball coach, or go make some good money and then do some coaching on the side. Some folks will say, I should have stuck it out with my passion, but it all worked out well for me in the end, and I found a passion I didn’t even know I had.

You will never hear me in front of young people telling them to follow their passion. At best, that statement is incomplete and bad advice. I will tell young people to try all kinds of stuff. Find out what you’re good at and determine if that thing is also something you can see yourself doing for a long time. Follow your talent and see if it might turn into a passion. At worse, you’ll be successful, but unhappy with your choice, and still have choices, because you’re successful.

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6 Signs You Shouldn’t Make That Offer!

By HRU President, Tim Sackett

If I have learned anything at all in my HR/Recruiting career it’s that everyone has an opinion on what makes a good hire. If you ask 100 people to give you one thing they focus on when deciding between candidates, you’ll get 100 different answers! Especially with today’s difficult hiring event where we are pushed to hire any warm body, don’t!

I’ve got some of my own. They might be slightly different than yours, but I know mine work!  So, if you want to make some better selections, take note my young Padawans:

1. They only have bad things to say about former employers. Notice I didn’t say “employer” singular, because we all can have a bad, toxic work choice we’ve made. Once it gets to multiple, you now own that, turns out you’re bad at knowing what’s good for you! Plus, there is a high correlation between hiring a candidate that bad mouth their former employer and that eventually they’ll be bad-mouthing you as well!

2. Crinkled up money. Male or female if you pull money out of your pocket or purse and it’s crinkled up, you’ll be a bad hire!  There is something fundamentally wrong with people who can’t keep their cash straight. The challenge you have is how do you get a candidate to show you this? Ask to copy their driver’s license or something like that!

3. Slow walkers.  If you don’t have some pep in your step, at least for the interview, you’re going to be dud as an employee. Of course, if the person has a disability, ignore this point!

4. My Last Employer was so Awesome! Yeah, that’s great, we aren’t them. Let’s put a little focus back to what we got going on right here, sparky. Putting too much emphasis on a job you love during the interview is annoying. We get it. It was a good gig. You f’d it up and can’t let go. Now we’ll have to listen about it for the next nine months until we fire you.

5. Complaining or being Rude to front-desk and/or waitstaff. I like taking candidates to lunch or dinner, just to see how they treat other people. I want servant leaders, not assholes, working for me. The meal interview is a great selection tool to weed out bad people. Basically, if you feel comfortable in an interview treating anyone bad, you’re a bad person.

6. Any communication issue where they aren’t apologetic. “Yeah, I know you contacted me five times about the interview, but like, the new game came out and I was like busy and stuff.” Hard no! I don’t need you to respond immediately, but at least have some awareness of the moment! Before you lose your shit, this is for both candidates and recruiters! If a recruiter is bad at communicating with a candidate they should be apologetic as well. Common civility is a bare minimum for an offer!

What are your signs not to make an offer?  Share in the comments!

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