Q. I agree that people should be allowed to work for their last two weeks in most cases, but don’t you feel it’s necessary to walk someone out immediately if they’re going to a competitor? That’s what I’ve always heard.
A. No, of course not. When I ran HR for a greeting card company, people went to Hallmark or startup greeting card companies and we never walked anyone out. When I was at US Robotics, they went to Cisco or Juniper Networks. Same thing. No one got walked out
Why on earth would you switch in an instant from treating someone like a valued contributor to treating them like a criminal? That makes no sense at all. The worst argument in the world is “Well, now that they’ve given notice they could steal trade secrets.”
What? They were jobhunting for weeks or months BEFORE they gave notice. They could have stolen trade secrets during that time if they wanted to. Why would they? Don’t we as leaders trust ourselves to hire trustworthy people? If not, why not?
When somebody leaves a company where I am a leader to go to a competitor, I want to stay friends with them. Maybe they will come back. Maybe we will work together somewhere else in the future. Why would I antagonize them on their way out the door –
and send a signal to every other employee that I am a fearful manager who automatically assumes the worst of people? That would only encourage other people not to give notice. Stupid! There is so much stupidity in management practices these days
When someone quits, whether they’re going to a competitor or moving to Alaska we’re going to throw a party for them and thank them for everything and wish them well.
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A mature interviewer will try to reduce your stress at the interview. They will take steps to put candidates at ease.
An immature and insecure interviewer will try to INCREASE your stress. They’ll grill you about your background and find fault with it.
There is no point in trying to please or impress an insecure interviewer.
However, you can often counteract their bullying by being balanced, calm and confident yourself.
You can move the interview out of the “I’m more powerful than you are!” mode to have a real conversation.
A lot of screening interviewers fall into the immature/insecure category. It’s not that they are bad people in general. It’s just that they have not learned how to interview candidates without assuming an unearned power position.
If I'm leading HR for an organization and a hiring manager or team rejects a candidate with the explanation, "this person is not a good fit with our culture," I'm going to ask exactly what the candidate did or said that indicated they were not a fit -
and it needs to be something significant and egregious.
If we cannot identify something a candidate did or said that 100 random people would agree is way outside the bounds of professional behavior, who is any of us to say, "This person wouldn't fit in our organization."?
What exactly happened in the interview that suggested to you that the candidate wouldn't "fit" in our culture?
What did you say to the candidate when they said or did whatever you objected to?
Q. Hi Liz, I am jobhunting after an 18-month break. I had an interview last week. The interviewer asked about the break, I told her I was helping an elderly family member, and she sat there expectantly like she wanted details. It was awkward, but I didn’t feel like saying more.
Finally, she said, “OK! Let’s move on. I could tell she wasn’t pleased.”
Should I have explained the situation more fully? I thought the question itself was intrusive.
I started career coaching and sharing career advice years ago because I was horrified by the bad career advice I saw everywhere. People are still out here dispensing wretched career advice.
A job search is a marketing exercise, not a crapshoot. You’re going to get more interviews and more and better job offers when you market yourself specifically for the jobs you want – not any job you could perform.
An interview is not an oral exam where you sit meekly and wait for the next question. You have to get the manager off the script, but it isn’t hard to do.
Q. If my boss said that something I wore to the office was unsuitable for work (it wasn’t) is that her decision to make? Does she have the final say?
A. She probably does. It would be unusual for HR to side with an employee in a dress code policy disagreement, and even if they did, it wouldn’t help your relationship with your manager.
It’s one of those situations that forces you to take the long view and ask yourself, What did I come to this job to get - and how quickly can I get it, and move on?