Innovation in Candidate Selection Methods - Crossing the Road

The numbers of people applying for jobs these days has grown to enormous proportions.

On average, 200 people apply for every vacancy, depending on the level of experience and qualifications required.

Clearly the non-skilled and semi-skilled marketplace is much more competitive.

HR departments are over busy trying to sift and filter applications and review candidates' applications, using a wide variety of strategies, approaches and homemade tools. Innovation in this area has grown enormously and led to some imaginary and dubious selection methods being adopted, one of which is posted here.

This innovative method is called: Watching how candidates cross the street.

Location, location, location
Now the first problem with this approach is, location. It can be difficult to arrange for an interviewee to cross the street within view of the HR interviewer. Perhaps they need to cross the road to enter your building, if not try to arrange for the interview to be held at a local Starbucks, cafe or restaurant. As long as it is near a busy road. Any reasonably busy city street will do.

Close Observation
The next skill is to be able to watch carefully and take notes. There is little need to undertake secret videotaping, but you can if it is particularly interesting to you.

The innovative thinking on this approach is that these few seconds of interactivity involving a sprinkle of stress / problem solving /danger, will tell you more about their workplace capabilities than an hour of tough questioning.

Consider the five standard types of crosswalkers and how it is claimed, they would perform in the workplace:

The Matador(ess).
A fearless player, the Matador(ess) flaunts their vulnerability. They think nothing of daring the cars and taxis with their elegant dance and slalom through traffic. Pedestrian crossings are just paint on the road to a Matador(ess). Red lights are mere street decorations.

The Matador(ess) cares not if the oncoming traffic shows no sign of swerving or stopping and will risk the possibility of a glancing blow.

Best Roles: These people are best suited to be entrepreneurs, super sales makers /closers, high risk financial mavericks, etc.

Caution! They are also likely to be reckless, head-strong, egotistical and difficult to control. They will need strong leadership and strategic management.

The Wader.
Bold but more attentive than fearless, the Wader is determined and eager to cross, demonstrating ample initiative but a little more common sense and less risk.

Waders may also be on the phone and texting while they are on the move but they will desist when venturing into traffic. They will consider that getting struck by any part of a vehicle, however minor, is a bad thing.

They will eagerly follow a Matador(ess) and let them run interference, slowing traffic and creating a diversion, taking advantage of any safe opening created. While the Matador(ess) is testing their luck and confronting taxi drivers, the Wader will skip to the other side first, with little effort and time to spare.

Best Roles: Excellent CEOs, vice presidents, software designers, project leaders and design heads.

Caution! They can be attentive team players, sensitive to the feelings and emotion of others but can also be non-confrontational, evasive, manipulative, somewhat Machiavellian in approach etc. and will need an intelligent leader that can see the multi-plays in motion and use the excellent team attributes on offer.

The TextWalker.
Having mastered typing, talking and walking at once, the TextWalker tends to forget that crossing a busy road is 'real' life and tapping keys on a little plastic box, is 'virtual reality'. The division between the real world and Second Life is difficult for them to sustain.

TextWalkers may appear to be assertive on the surface, a bit like the Waders or even a pseudo Matador(ess), but they have one critical distinction—progress in their case, is not so much to do with crossing the road but in moving forward with the multiple tasks and ideas that they started in the early hours of the morning.

So progress, e.g. crossing the road to get to an interview or to achieve a specific task, can be more illusionary or conceptual.

The Textwalker will meander, drift, and even pause for thought and re-assimilation midway. They may even retreat momentarily before moving forward again.

They lack the single-mindedness, concentration or presence of mind to stay on task. Especially if that task is mundane or unchallenging.

Best Roles: They are creative thinkers, conceptual designers and programmers. They exhibit creative flashes of raw talent.

Caution!: They are ill-suited and in this form, not yet ready for management or higher-levels of responsibilities and are difficult to integrate as team players. They can lack structure and good communication strategies.

They will require a good paternal leader that can capture their enthusiasm and creativeness and channel them effectively. Someone who has the time and energy and can coach and mentor them in a structured and methodical way.

The Light Jumper.
The Light Jumper is an opportunist. They start out determined to comply and follow the letter of the law, but they are impatient. So, when the crossing light turns from Green to flashing yellow, they can’t help but jump.

The placid, rational Dr. Jekyll becomes Mr. Hyde and once they have embarked on their course, nothing is going to deter them. A Light Jumper is not above shouting and glaring at motorists who narrowly miss them, even though the traffic have the right of way.

Best Roles: Strong civil rights lawyers, human rights campaigners and charismatic managers with badly hidden tattoos.

Caution! These people are looking for a 'cause' or a 'calling' and are excellent drivers in charities and non-profit organisations. They need managers with high scruples and integrity because once they are disillusioned they will become very 'anti' and strongly negative.

The Kerb Huggers.
No matter how empty the road is, Kerb Huggers would never dream of stepping off the pavement and onto the crossing before they have the 'authority' to do so. They will not move a second earlier than the law, or the “Walk” sign, allows.

Ironically, Kerb Huggers rarely make it across the road before the light turns red and, by delaying their walk across the road, they are often victims of anyone who enjoys jumping red lights. Kerb huggers sometimes find themselves having to run or jump the remaining yard or two.

Best Roles: Compliant tax accountants, statisticians, quality management, regulatory or rules-based occupations. Excellent at scheduling, writing agendas and attending meetings, especially when the purpose is to schedule new meetings, if it's on the agenda.

Caution! This group of people are possibly unexciting but easily managed. If you have a suitable rule book that covers all circumstances, just give them that and ask them to check in occasionally. They are not creative or imaginative risk takers and should not be expected to do anything other than follow instructions.

Anecdote
At the risk of re-enforcing misconceptions of stereotypes, I have seen people standing at a pedestrian stop sign at 02.00 am in the middle of the night, waiting for the lights to change to green, when there is no traffic and no threat of traffic for several hours. They will not cross the road until the light changes to green, under any circumstances.

Unfortunately, in my experience, this occurs most often in England, Germany and Sweden but don't take my word for it, set your alarm clock for the middle of the night and go see for yourself.

Let me leave you with another thought; How do you cross the street, and what does that say about your personality and outlook on life?

More Job Hunting Tips for this Tough Market

"How is business? What's the job market like? What are you working on? Do you know of any opportunities that I might be qualified for? I'm looking for an opportunity; can you help me? How can I navigate this job market? What do I need to do to differentiate myself?"

Those are the most common questions executive recruiters say job seekers are asking them these days. The recruiters note that IT professionals—whether they're employed or whether they've been laid off—are genuinely anxious about their job prospects. So, knowing executive recruiters have their fingers on the pulse of the job market and understand exactly what employers are currently looking for in candidates, job seekers are urgently phoning and texting recruiters to solicit them for career advice. Some get as many as 60 such calls and e-mails each day.

Many recruiters say they would genuinely like to help every job seeker who contacts them, but realistically, with the call volume so high, they can't. Business is scarce in the recruitment /search industry, and the consultants have to spend their time on what pays: drumming up search business and working on projects for existing clients.

To help the poor old recruiters and the IT professionals contacting them, we have compiled recruiters' answers to job seekers' pressing job search questions. These have been organised into six 'tips' for ways of working effectively with recruiters and for increasing your chances of landing a new job in this terrible market.

Make Yourself Visible (1)
If you want recruiters pursuing you for jobs, instead of you haranguing them, you have to make yourself visible. This means becoming a thought-leader in your industry or area of expertise. When you become a thought-leader, recruiters have an easier time finding you.

For example, if someone is conducting a search for a vice president of business intelligence, they find out who's speaking at BI conferences and heading up BI-related professional organisations to find potential candidates for the job. The executives who are speaking at conferences and who are elected to boards of professional associations have made themselves visible to recruiters.

Obviously, you can't become a thought-leader overnight. The quickest thing you might be able to do to establish yourself as an expert in your field is to start a search engine-friendly blog and update it every day. Remember that this is not an instant solution. It will take time to make an impact.

Make Yourself Visible (2)
Another way to make yourself visible is to maintain a strong presence on the websites recruiters use to find and screen candidates, such as LinkedIn and ZoomInfo.

Offer Something in Return
You can distinguish yourself from the rest of the job seekers contacting recruiters for advice by offering something to them. You could offer the recruiter a lead on an employer who's either having trouble filling a high-level position on their own or who's looking for a retained search partner.

You could offer a contact from your network who might be perfect for a job the recruiter is trying to fill. You could share an article relevant to the recruiter's business or some other market intelligence you've picked up while networking. Recruiters like job seekers who try to help them. They appreciate the help and they remember it.

Don't String Recruiters Along
If you're not interested in a position that a recruiter calls you about, or you're in the middle of a 12-month long systems implementation and you can't make a move until it's complete, tell the recruiter up front. Recruiters are like every else, they don't appreciate being misled.

Similarly, if a search firm offers you an interview with a client that you know you absolutely don't want, tell the search firm straigh away that it isn't what you want. Clearly you should explain why and tell them what you are looking for. Don't go to an interview just to get some 'practice' it can be very distructive for your credibility.

Just as recruiters remember the professionals who help them, they also remember the people who make them look bad. Part of the role of a recruiter is to keep good records and most keep detailed notes on who helps them and who doesn't, going back many many years.

Bag the Résumé
Handing out your résumé at networking events is expected but it can also appear to be a bit "old and stale". Instead, try out business cards printed with your name, personal e-mail address, mailing address and cell phone number.

The advantage of a business card over a CV document is that it's "soft, genteel and not in your face", not mention it being easier to carry around.

In addition, when you give out a business card, you usually get one in return. As you place your business card in the recipient's hand, you can ask them to please let you know if they know anyone who might be interested in your background. When you get their business card, you can then follow-up with them via e-mail, with an offer to help them in any way, a brief paragraph describing your skills, and a request for them to forward your name to anyone who might benefit from your skills. You have started a dialogue.

Keep Your Options Open
You can increase your chances of finding a new job if you're open to being flexible in your approach; relocating, switching industries or doing different work.

Candidates that limit themselves to a particular geography or fix the type of position they are looking for, generally stay unemployed longer.

Consider consultancy as a career
This is also an excellent time to consider consulting as a career move because a lot of companies are much more likely to take on a consultant than they are to take on a full-time employee. It's a lot less risky for an employer. They can take on a consultant much faster, with much less internal deliberation, without three rounds of interviews over five months.

If you're going to be flexible about your location, the position you're willing to take, and/or your compensation, you have to give recruiters and employers a good reason for your flexibility. You don't want to look like you're being flexible because you're desperate or at the mercy of the market.

Network. Network. Network
You've heard it over and over, but it's true: Networking is critical to finding a new job. Most jobs are found through networking. Consequently, people looking for jobs should spend most of their time networking.

Reach out. Do research on companies you're interested in working for and do some networking to find people who can introduce you to those companies.

Leadership; more skills needed in recession

Trust me! I'm a Leader!

The only way out of a difficult situation is through good positive leadership. It has been a long time since I met a leading figure that I respected. Now I would be satisfied with meeting one that I liked and can spend more than 5 minutes in their company. What qualities do you look for in a good leader in these challenging times? Intelligence, foresight, sobriety, etc.

Re-Introducing
You have heard this introduction before in many guises; money is tight, employee layoffs loom and spirits are dwindling, we're in a recession. So where are the great leaders and orators that will lift us out of this or are we those great leaders, playing out of position. Maybe you should stop looking out for help and start looking inwards. You, as an IT consultant, subject matter expert or executive have the insight and determination to develop and expand your powers to take on the qualities of a good leader. Why do you not take it to the next level?

Same old same old
You have spent all those years keeping your staff engaged and motivated through numerous spirit breaking projects; company mergers, legacy systems upgrades, application server integrations, etc you are well used to meeting the slings and arrows of outrageous fortune seekers. Managing changing expectations in uncertain times is what you do as a day job. Why do you expect others to do it for you? They are far too busy with more important things, like growing their egos, cubicles and their expense accounts.

You, as the leader
Find within you and develop further, the ability to lead and inspire. In times where fear and instability raise their scary heads, people need someone they can feel confident in. Someone who knows in what direction they should be going, in what direction they are actually going and the potential impact of this delta.

All is questions
You don't have all the answers, no-one has but you have a team of experts around you that do. If not then expand your points of reference. There is a vast array of knowledge resources out there. Use them.

When all around are losing theirs
Make yourself the go-to guy, the point of contact and voice of reason. A safe haven where people can go and talk freely. Somewhere they can brainstorm without being rained on. Somewhere they can workshop with sharp tools and smart products. It is your job to make them feel good and go away feeling better about who they are, what they're doing and how they are contributing. People want leaders (strange but true). Look around you and then take a long look in the mirror and ask yourself 'Who else is going to do it?

Develop your listening skills
Be consistent, be effective, be a frequent communicator, but most important of all, be an intelligent listener. Ask good questions, absorb what's being said and appreciate the issue that's being passed to you with the same level of attentiveness and concern as you expect from them.

Short Term benefits
Find the quick wins and short-term benefits to help the team and the organisation. You also need to communicate upwards with the entire leadership team, ensuring that the whole organisation is in agreement and aligned.

Develop your voice
The leadership team as a whole needs to be very committed to the new roadmap. Ask for their buy-in and a demonstration of their unity. After all, you're asking everybody else to do more with less, why not include the management team. There is no room for passengers and overweight expense accounts on this voyage.

Is there real credibility in the operational results you're striving for. Be honest, set achievable expectations and execute on promises, if you want to be taken seriously. You can easily declare 'We pay on results and performance' but don't say it if you can't deliver on it yourself.

Be Captain credible or Rupert realistic
This means striving to deliver better results on projects, more quickly than you may have been accustomed to in the past. How is this possible? No long term projects or milestones allowed. Two- and three-year projects in these recessive times are doomed to fail. The impact on the bottom line has to be shown within 6 - 12 months, for their credibility to be sustained.

Caution, do not pull in the delivery dates too drastically but look at the credible re-structuring of them. Break them into smaller modules, more agile projects, with regular, smaller deliverables that add up to a realistic whole. If you do it right then the sum of the parts will exceed the original whole. It should help you get through the tighter change management and more stringent implementation criteria. You will have witnessed the rapid construction of these recently, safety barriers thrown up by the business to protect themselves from criticism.

Prioritise your priorities
The ability to prioritise is key in these situations, but you have been doing that as a routine anyway. Now think about priorities differently, more like the leader you are. Leadership in a recession requires strong prioritisation skills. Look differently at the expense and capital side and what can get done, as a priority. Look differently at the organisation as a whole and find the core functions that will deliver the short-term results but provide a platform for growth in the future.

The Pareto Principle
Using Pareto's 80-20 principle, closely examine your IT portfolio and determine which 20% of your investments will give you the 80% benefits.

Innovation re-invented
Innovation, creativity, flexibility and the ability to embrace change, isn't that where we have been for the last decade. Unfortunately it was aimed at technological solutions but now its concentrated on finding ways to cut expenses without layoffs. If you let people go now when the financial pictures gets murky, where is the rapid growth and steady recovery going to come from? So, for now, you have to be extra creative in trimming your budget, again.

Jettison excess cargo
Big fat overweight expense accounts are underoing a slimming program. Creative scheduling and cutting executives' perks and pay need to be considered before contemplating employee layoffs. The most agile and productive companies, are completely opposed to layoffs but this is delaying the decision not fixing it. It may lead to having to chew their own limbs off, at a later date.

Layoffs unplugged
Although they believe that layoffs are damaging to motivation i.e. the worst things you could possibly do, and the last tool in the arsenal to pull out, it may become inevitable. A company who begins laying people off, believ that the rest of the people stop worrying about their work and start worrying about themselves and their future. Thus there is a noted drop in productivity in those who remain with the company. Unfortunately they seemed to have accepted the example of a badly handled layoff and I am afraid to say that this may be the norm.

Knowledge losses grow
In past recessions companies laid off workers to please the banks and Wall Street, but when the economy rebounded the costs of finding new hires; recruiting, training and getting them up to speed, was more than the savings that were realised during the layoffs. They also lose the "tribal knowledge" of how things are done in the organization and are doomed to repeat the mistakes of the past.

Leadership qualities
The conventional model of a leader is rather dictatorial. One where they believe themselves to be omnipotent; all powerful, larger than life and always sure and definite in their manly stance. They are defensive, secretive and avoid any signs of weakness or criticism. Doors are locked, blame is dished out and examples are made to 'motivate' the others.

A good leader, is humble, self-effacive and expresses positive self-doubt when appropriate. He is honest in his praise and criticism alike. They admit to their faults when necessary, but if they do this when it is not appropriate, then it will be interpreted as a weakness.

Tigers caged
You may have read recently, if you were not on a tour of another galaxy, that many conventional business executives have been found out to be no more then paper sabre-toothed tigers and have been easily captured in the news; as willing players in long term corporate scandals, requiring mammoth bailouts. Given those negative headlines we are all dearly wishing that our new 'leaders' will aim to provide us with something different.

Teach a man to swim
"'Fish swimming upstream' is a good way to describe people who buck conventional wisdom and don't just go along. The ability to position yourself and your organisation as a sanctuary for good talent. You can spend a lot of time, money and effort seeking out the good people but it is much better if they come to you. Develop the ability to attract, develop and retain top talent.

Networking, networking, networking
Develop a world-class network of your top peers from the IT world, as well as providers and others you've encountered in your business dealings. Get the most out of the resource pools that surround you, whether it's your team, a potential hire, an executive, etc and do not neglect the greater technology community. This is the source of your new promising land.

Don't go overboard
Moderation in all things! Remember that the knowledge, wisdom and resources at our disposal are far bigger and greater than we ever let ourselves imagine. Just scratch the surface and stand back. These are dangerous waters full of monsters and pirates but having jettisoned excess cargo and found all the stowaways, shored up the leaks and established a true course, be prepared to accept eager boarders on this voyage of discovery. Captain, my captain!

Is Blind faith the best approach when not seeing good results?

LinkedIn and Beyond: More Sites to Help You Network

LinkedIn, Facebook and Myspace can be useful tools for networking with consumers and peers, but there are other social networks on the web with more specific purposes or narrower audiences. The list is almost endless and the variety equally so. Here is a selection of other popular sites.

APSense.com: Tap into an affiliate marketing revenue stream by promoting products and sites on your business profile, and get paid for the friends you refer. (This is not the same service as Google's ADSense)

Biznik.co.uk: Join your local (US or UK) business community to connect and collaborate with nearby entrepreneurs, and find out about local seminars and events.

Entrepreneur Connect & Women Entrepreneur Connect: Share ideas, join groups, publish content and promote your business on (Women) Entrepreneur's own network.

FastPitchNetworking.com: Create a profile, product listings and blog, and take advantage of e-mail marketing and virtual trade shows. Their website is also available in German, Spanish and Chinese languages.

GoBigNetwork.co.uk: Get serious about fast growth in this startup community focused on finding funding, talent and expert advice.

Konnects.com: Build a network among other startup entrepreneurs and launch your own branded network when you're ready. Twitter friendly!

Marzar.com: Connect with other business owners while promoting products and services in the marketplace.

Xing.com: Search this global site for business partners, contacts and professional opportunities. Multiple European, Chinese and Asian languages supported

This list is for information only. I am in no way recommending them over any others. Explore and enjoy but make up your own mind about how useful or otherwise, they are to you.

NB: many of the above sites are US or UK based, but some have multiple language support and may have a separate more localised, website for your country. If not, well, you now have an opportunity to develop something for your city, region or catchment area.

If you are already connected and using the above sites, I would be very interested to hear your comments and feedback on them. As well as your links and suggestions for bigger and better networking sites.

Connecting with Intelligence at www.ted.com