Showing posts with label jobs. Show all posts
Showing posts with label jobs. Show all posts

How and why you should want to get hired by a start-up


By Neil Patrick

Warning: This post is an announcement (but doesn't contain nuts)



Not all start-ups look like this. Fortunately. Photo credit: Erin Siegal

Start-up activity in the US has been slowing since the explosion of the 80s and 90s which ultimately prepared the way for Google. Amazon, Uber, Facebook and many more of today’s biggest employers. But these giants of tech are by no means the only types of businesses which are creating jobs. Across all sectors, start-ups are springing up everywhere.

Meanwhile Twitter, Intel and Microsoft are shedding jobs – looking more like the disrupted than the disruptors.

But not all start-ups are tech companies, and not all tech companies are start-ups.

So the news about start-ups can be very confusing and off-putting for job-seekers. Yet I contend that it shouldn’t be so.

Start-ups don’t need to be successful for people to acquire hugely valuable skills and earn money.

I haven’t written a huge amount about start-ups. Which on reflection is odd, since I have been a founder of three so far, including the biggest ever venture capital funded start-up in the UK.

So I’m delighted to announce my new column about this topic which is being hosted by the very wonderful job-hunt.org.

Job-hunt.org is probably the most comprehensive online information resource for job-seekers available today. It was founded in 1998 by career expert Susan Joyce, a veteran of the United States Marine Corps and a recent Visiting Scholar at the MIT Sloan School of Management

My friend Patricia Frame (also a contributor to job-hunt.org) introduced me to Susan Joyce at job-hunt.org several weeks ago and we soon got talking about the subject of jobs at start-ups. Not only have I not written much about it, neither has anyone else it seems!

Which is doubly odd, because no business columnist can seem to stop writing about entrepreneurs, disruption and digital businesses. But the mainstream media are obsessed with the entrepreneur hero archetype, whereas I'm  more interested in the people that work in start-ups rather than just the people that start and lead them.

Anyway, the outcome was that I accepted Susan’s invitation to write a column at job-hunt.org about the reality of working for a start-up. What it’s like. How to get hired by one and how to excel in this unique and exciting work environment.

And critically, how to tell the next superstars from the lemons.

Start-ups are not just for boys with beards, they are for everyone.

I honestly think there are way too many myths, assumptions and prejudices about start-ups which are hurting both job-seekers and employers.

It’s time to re-evaluate things and I hope this new column will assist people who are more interested in working for the disruptors than the disrupted.

If you want to know why, and how you can turn the risks to your advantage, head over to my new column at job-hunt.org here, and find out.

See you there.

P.S. My weekly ramblings will continue as usual here.


Career survival in the fourth industrial revolution



By Neil Patrick

As I wrote about in my post here, the main theme of the 2016 World Economic Forum (WEF) at Davos was the Fourth Industrial Revolution (FIR). And most normal people completely ignored it (that's both the Forum and my post about it!). But this particular topic has profound implications for anyone who wants to earn a living in the next 20 years or so.

Change has always been around us, what's different is the speed 

These things are going change everyone's experience of work - what we have seen so far is just the start of changes so profound that almost no-one has figured out yet how individuals need to respond. Not being one to shy away from a challenge, I am going to attempt to describe what this means and what I think everyone needs to do about it.

Most people are not even aware of the third industrial revolution (this was when computers and the internet combined to create a new digitally connected world), let alone the fourth. The defining characteristics of the fourth industrial revolution are extreme connectivity, rapid change and the increasing automation of work.

VUCA (Volatility, uncertainty, complexity and ambiguity) describes the conditions which will dominate the world in the coming decades. A VUCA world is a place in which some will thrive, but many will wither because they simply do not know how to respond to it.



Davos: where the 'great' and the 'good' ponder our futures.

Education alone will not be sufficient to equip us to cope

Despite my somewhat bearish view of what this all means for the future of jobs, there are things we can all do to reduce our risk exposure. We cannot change the world we live in, but we can change how we respond to it.

I am not yet convinced that the key agents of change (business leaders, educational institutions and government, public and legal bodies) have the motivation, insight and sense of ownership to create the conditions for economic success for citizens in the FIR. They have to become visionary, agile and deeply committed to responding rapidly and effectively to this challenge. I see very little evidence that much of this is happening.

Education is a key pillar to enable the necessary changes in our societies for the digital age. As Vishal Sikka, CEO of Infosys says:

“Today’s classrooms often operate in the same way they did when farmers composed the majority of our societies; when memorization was rewarded more than curiosity and experimentation; when getting something right outweighed learning through failure. We must transition away from our past; shift the focus from learning what we already know to an education focused on exploring what hasn’t happened yet. This system would resemble an ecology – constant, small adjustments made by independent actors inside of a cohesive whole.”

Educational attainments are no longer something we strive for only when we are young. It has to be a lifelong commitment. It is not learning that is redundant, it is how and what we learn as individuals and societies that must change.

But if education is geared to the needs of the past, not the future, it cannot deliver the sort of learning we all need. Just the other day, I was asked by a friend about the wisdom of a decision his sister was making to career shift to being an interior designer. Her plan was to spend the next 3 years and many 000's of dollars studying this at college. I thought she was crazy. Much better to just start doing it - educational qualifications are not the barrier to success in this sort of field. Winning clients and generating profits is. It seemed to me this was a plan for self indulgence, not a successful career shift.


Traditional jobs are going to become much more scarce

In essence this is the problem; if AI and robots do more and more of the work that people used to do, just how much confidence should we place in the ability and commitment of government and businesses to create the 600 million new jobs that the World Bank forecasts we will need by 2030 just to keep pace with population growth?

If you want some stats, the WEF estimates that the following job losses will occur by 2020 i.e. the next four years:

4,759,000 clerical and administrative jobs

1,609,000 manufacturing jobs

497,000 construction and mining jobs

151,000 sports and creative industry jobs

109,000 lawyers

40,000 maintenance and mechanics

So taking just clerical, admin and manufacturing jobs into account, these two categories alone are forecast to lose over 6.3 million jobs in the next 4 years.

The simple maths of the World Bank’s goal of 600 million new jobs is that we need an average of 40 million new jobs being created globally every year between now and 2030. And this requires a massive growth in work for people to do and be paid for. There is just no way that current or projected economic growth will deliver this currently.

All careers need one of these...


Who will win and who will lose?

These changes will create winners, but many more losers. In general, the winners will be those with the most in demand competencies in the FIR which are expected to be flexibility, creativity and tech skills; those without these will be the biggest losers. And if you think the growth of wealth inequality is a problem today, you’ve seen nothing yet…

As Klaus Schwab, Founder and Executive Chairman, World Economic Forum says in his insightful commentary here:

“In addition to being a key economic concern, inequality represents the greatest societal concern associated with the Fourth Industrial Revolution. The largest beneficiaries of innovation tend to be the providers of intellectual and physical capital—the innovators, shareholders, and investors—which explains the rising gap in wealth between those dependent on capital versus labor. Technology is therefore one of the main reasons why incomes have stagnated, or even decreased, for a majority of the population in high-income countries: the demand for highly skilled workers has increased while the demand for workers with less education and lower skills has decreased. The result is a job market with a strong demand at the high and low ends, but a hollowing out of the middle.

This helps explain why so many workers are disillusioned and fearful that their own real incomes and those of their children will continue to stagnate. It also helps explain why middle classes around the world are increasingly experiencing a pervasive sense of dissatisfaction and unfairness. A winner-takes-all economy that offers only limited access to the middle class is a recipe for democratic malaise and dereliction.”

So this is the problem. Our economies are still functioning (sort of) using 20th century models and policies. But traditional monetary and fiscal levers have all failed to reignite the growth that is required for this model to function. Politicians have run out of answers despite their protestations that this or that policy will solve the problem. It won’t.

So when the state fails to deliver for us and shows no promise of doing so, the thing we have to do is take care of ourselves.

In my next post, I’ll describe what I think these things need to be. Just follow this link.


Cut and paste catastrophes – revisited.



By Neil Patrick

This feels like a topic which is going to run and run. But I couldn’t let today’s latest job description/cut and paste catastrophe that reached my desk pass without comment. It's time for yet more car-crash HR...



We want one of these and we want it cheap.


This latest example is so mind-boggling that I cannot even begin to add my usual line by line commentary. In fact I really don’t need to – anyone who's had a job in business can see that this job description has been written by madmen (or women).

It’s a job for a digital marketing manager allegedly. In reality, it’s a job for a whole department of specialists.

To perform this role effectively, you’ll need to have solid evidence of accomplishments in:

Coding, digital and traditional marketing, media planning and execution, search engine optimisation, market analysis, sales strategy development, marketing planning, data warehousing and analysis, software evaluation, PR, research and testing, creative skills, content writing and proof reading, outsourcing management, oh yes and hands on experience of the legal, property and conveyancing industries.

How anyone at the proposed salary level in this massively under-resourced jobs sector is expected to have acquired all or even the majority of these requirements is quite beyond me.

Whilst doing this, you’ll be held accountable for high quality and high volume results i.e. generating a lot of sales leads, all the while maintaining a cool head (despite your complete mental and physical exhaustion).

Obviously the people responsible for this job posting think such skills are so abundant in the marketplace that there will be an eager queue of qualified candidates, because the salary for this job is…wait for it… £25k-£30k a year – around $32k - $39k.

This is the natural outcome of what some have called the hunt for the purple squirrel. The self-defeating hiring strategy where a job is so massively, intensely and minutely specified that no-one could possibly come close to meeting the requirement – at any salary level.

How could any self-respecting HR or hiring manager sign off this job description? It almost appears as if someone has laid off a whole department and come up with the brilliant idea of replacing everyone with just one polymath (presumably supplied with large quantities of amphetamines) to do everyone’s work.

I really hope no-one I know is ‘lucky’ enough to get hired for this job. Perhaps some of my recruiting and HR friends who read this blog would care to provide your reactions in the comments section below – even if only to confirm I haven’t lost the plot?

Anyway for your delight and entertainment here’s the posting in full:



Digital Marketing Manager

Permanent, full time.



The Role:

To support the Sales and Marketing Director in the delivery of Company marketing strategies; with the main focus on managing online presence and supporting the long-term successful promotion and deployment of marketing initiatives of the businesses.



Responsibilities:

Plan and execute all web, SEO/SEM, marketing database, email, social media and display advert campaigns.

To manage PPC strategy constantly - reviewing performance and return on investment.

To oversee the online reputation management of all companies as required.

Design, build and maintain social media presence.

Measure and report on the performance of all digital marketing campaigns, and assess against goals (ROI and KPIs).

Identify trends and insights, and optimise spend and performance.

Brainstorm new and creative growth strategies.

Plan, execute, and measure experiments and conversion tests.

Collaborate with internal teams to create landing pages and optimise user experience.

Utilise strong analytical ability to evaluate end-to-end customer experience across multiple channels and customer touch points.

Instrument conversion points and optimise user funnels.

Evaluate emerging technologies. Provide thought leadership and perspective for adoption where appropriate.

Arranging the effective distribution of marketing materials.

Maintaining and updating customer databases.

Create, develop and deploy effective marketing plans and strategies.

Monitoring competitor activity.

Managing the production and distribution of marketing materials, including leaflets, posters, flyers, newsletters and e-newsletters.

Writing and proofreading press releases and copy.

Liaising with designers and printers.

Supporting the Sales and Marketing Director wherever needed.

Work closely with PR agencies to build strong relationships with the press and managing all aspects of PR for the business.



Education/Skills/attributes required:


Essential;

Proven working experience in digital and traditional marketing.

Experience leading and managing SEO/SEM, marketing database, email, social media, websites, news feeds and display advertising campaigns.

The ability to produce high quality, high volume results.

Highly creative with experience in identifying target audiences and devising campaigns that engage, inform and motivate.

Experience in optimising landing pages and user funnels.

Experience with A/B and multivariate experiments.

Solid knowledge of website analytic tools (e.g., Google Analytics, NetInsight, Omniture, WebTrends).

Working knowledge of ad serving tools (e.g., DART, Atlas).

Experience in setting up and optimising Google Adwords campaigns.

Working knowledge of HTML, CSS, and JavaScript development and constraints.

Strong analytical skills and data-driven thinking.

Up-to-date with the latest trends and best practices in online marketing and measurement.

Experience in managing the production of marketing materials, including leaflets, posters, flyers, newsletters and e-newsletters.



Desirable;

Experience of the Property/Conveyancing Industry.

Relevant marketing qualification (CIM etc).

Experience handling high volume digital campaigns in the legal sector.



Personal Qualities


Managing Yourself;


Self-motivated and willing to take the lead and be personally accountable.

Copes effectively in demanding circumstances showing confidence in own ability and judgment.

Able to manage priorities and time effectively adopting a flexible approach to work, willing and able to delegate as appropriate.

Demonstrates persistence and commitment to completing tasks and objectives.

Pays attention to detail and quality of work.

Demonstrates a commitment to improving working practices and supports company plans and policies.



Working with People;

Ability to build and maintain excellent working relationships with others.

Confident, logical and articulate in oral and written communication, including giving formal presentations to groups.

Ability to project a dynamic and positive image of themselves and our organisation to those outside the business.

Uses effective skills to present a case clearly and succinctly to achieve a positive outcome.

Operates effectively as part of a team, encouraging others to contribute ideas and seek improvements.

Willing to offer help to all colleagues to ensure company success.



Managing Commercially;

Understands the commercial environment and has a clear vision of where the business needs to be, developing creative and innovative marketing plans to achieve commercial success.

Shows strong focus on satisfying Introducer and Client needs, taking positive action to ensure needs are met.

Understands the importance of business targets and how they impact on their responsibilities.

Makes sound commercial judgments based on issues key to the success of the business.

Knows when to seek guidance or further input from others before taking action.



Salary is £25,000 - £30,000 per annum



My suggestion is that this job description can be streamlined to a much more truthful and effective description:

"Company with poor understanding of marketing operations seeks broadly skilled and energetic marketer with good digital skills. You should be ambitious and resilient and know how to generate a lot of sales leads via online media. Should thrive in a chaotic environment. Salary highly negotiable and will be generous to reflect the scarcity and high value of these skills".

But then HR would never sign this off would they?





The trouble with tech is wealth destruction



By Neil Patrick

I love tech. But I hate what it is doing to jobs and wealth creation. Any voice of concern on this subject risks being shouted down as Luddite. But being branded a Luddite is not the worst thing that can happen; a whole society sleepwalking over a cliff is a far greater worry.


Robert Ludd: NOT my role model

There's a great deal of corporate and government spin about the impact of technology on jobs. If I didn’t default to the notion that cock-ups, not conspiracies, are man’s most common failing, I’d be signing up for the Loony Tunes’ New World Order Conspiracy news feeds.

At first, it was argued that technology would just enable higher quality and less costly goods. Then, when the first layoffs due to automation started happening, it was argued that only tedious and repetitive jobs would be displaced. As disruptive business models, artificial intelligence and robotics become increasingly advanced, both these defences have crumbled.

Then the really big changes started. Whole industries began to be disrupted by new tech-enabled business models. Travel agents are being disrupted by Trip Advisor and Airbnb. Cab drivers by Uber. Retailing by Amazon. Banking by PayPal. And worse, every successful disruptive business replaces a job heavy industry sector with a jobs-lite one.

The last remaining argument for tolerance of the jobs carnage created by the tech tsunami is that the Wikipedia version of history tells us technological progress is inevitable, and has only ever resulted in greater wealth and a better society. But this assertion doesn’t bear much scrutiny if you have even a basic knowledge of economic history.

The latest piece of expert group think I stumbled upon comes from none other than Deloitte. They published a paper in December 2014 entitled, ‘Technology and people: The great job-creating machine’ by Ian Stewart, Debapratim De and Alex Cole - all economists working at Deloitte; experts by most people’s definition.

An interesting footnote is that whilst the document is branded as Deloitte’s, it contains a disclaimer that the report is merely the personal views of its authors…do Deloitte’s legal team sense these views could be a bit controversial? Why would Deloitte wish to distance themselves in this way?

Anyway, the document makes the same old arguments that there is no historical situation which has shown that technology has done anything other than create more jobs and greater wealth. And by inference, anyone who argues that this time it’s different is a Luddite.

History can be an unreliable teacher. Is it really a good idea to place our faith in an argument, just because something has never happened before? That this ship is so vast and splendid it is unsinkable?

And just as a little reminder, the first industrial revolution in Britain didn’t actually create more jobs. It merely absorbed the millions of unemployed agricultural workers put out of work by Jethro Tull’s seed drill and other agricultural innovations.

When I looked at the evidence based on UK data presented by Deloitte, they helpfully show us how whilst some jobs are disappearing fast, others are growing rapidly. But looking at this data I also spotted a massively frightening detail. Here’s the table in question:



Notice anything about the nature of the jobs gained versus the ones lost?

It’s this. Almost all the new jobs are low pay and/or mostly in the public sector.

And most of the shrinking occupations are in the private sector.

By far the largest growth sector for jobs between 1992 and 2014 was nursing auxiliaries and assistants. The reason is simple and we all know that the aging population is driving this. Over this period, more than 270,000 new jobs materialised in this field. The second biggest growth sector added almost 420,000 extra jobs. Too bad then that these jobs were for educational assistants i.e. people who earn even less than teachers.

Low pay is bad enough, but public sector jobs pose an even bigger economic problem. They are paid for not by sales to domestic and overseas customers, but from taxes collected into the treasury. Public sector jobs support our society but are simply terrible as engines of economic growth. And growth is the one thing that economies worldwide are desperate to find these days.

Public sector jobs do not create economic growth and sustainable household wealth, they merely spend government (and our) money. Money taken from us and businesses in tax (unless you are Google or Amazon). It is then spent for us by the government on the things they decide we want and need. Sure some of this government spending trickles through to the private sector, but  there's a dreadfully expensive and inefficient pile of government bureaucracy acting as the middleman in this business model.

What is worse is that public sector jobs don’t make the nation richer. They are not exported. They are horribly complex to manage and operate not because the people are dumb, but because all large organisations struggle with efficiency. And more of them add to an already swollen and debt-burdened state which must borrow endlessly to sustain its spending.

You may well disagree with me. You may well trust that the experts in our governments and corporations have our best interests at heart. That the frequent cases of greed and exploitation by ruthless capitalist businesses are a more than adequate reason to reject my argument.

So in the interests of presenting a balanced view, here’s a quotation from the Deloitte report:

Change is the prerequisite for improving welfare. Until the eighteenth century the organisation of work was largely fixed and the material condition of the masses was miserable. It was the wrenching change of the industrial revolution, the application of steam power to production, urbanisation and the rise of manufacturing that brought improvements in material conditions and life expectancy for working people. Technology has transformed productivity and living standards, and, in the process, created new employment in new sectors. Machines will continue to reduce prices, democratising what was once the preserve of the affluent and furnishing the income for increased spending in new and existing areas.

Machines will take on more repetitive and laborious tasks, but seem no closer to eliminating the need for human labour than at any time in the last 150 years. It is not hard to think of pressing, unmet needs even in the rich world: the care of the elderly and the frail, lifetime education and retraining, health care, physical and mental well-being. The stock of work in the economy is not fixed; the last 200 years demonstrates that when a machine replaces a human, the result, paradoxically, is faster growth and, in time, rising employment. The work of the future is likely to be varied and have a bigger share of social interaction and empathy, thought, creativity and skill. We cannot forecast the jobs of the future, but we believe that jobs will continue to be created, enhanced and destroyed much as they have in the last 150 years.


The trouble with this opinion is that the first technological revolution merely transferred labour from the agricultural and subsistence existence of the rural poor, to the impoverished drudgery of urban manufacturing centres. The owners of capital flourished and became wealthy. Cities expanded and became wealthy. Central and local government expanded and became wealthy. Workers did not. Urban slums and squalor replaced rural shacks and poverty.

So the first industrial revolution, didn’t actually create more jobs or better standards of living for workers. However, the second industrial revolution did. This was when mass communication in the form of TV, radio and the telephone enabled the rise of truly global businesses. These businesses coupled mass production economies of scale with vast global markets.

They needed huge numbers of middle managers to support and supervise their activities. And these are today the vast global corporations that are slowly but surely being disrupted to death by thousands of niche start-ups and new business models. In the US and Europe in particular, this is why the middle class is becoming an endangered species.

The key difference between this historical perspective and the reality of today is that the monetary basis on which society is built is different. And the biggest and most critical difference is debt. The debt of businesses. The debt of citizens and governments.

A debt burdened society can only survive when it has a stable and growing income. Stable to ensure debt repayments cans always be met. And growing to help lessen the total burden of debt as a proportion of income. Just like when we take out a mortgage to buy a house, we are gambling that our future income will be stable and reliable enough to meet the repayments for the next 25 years.

But today’s incomes are less stable and secure than ever before. A cotton mill worker might have endured terrible working conditions and low pay, but at least their work was relatively secure and they were not crippled with debt. Today, the combination of housing undersupply (not helped by the debt burden of house builders) and prices inflated by overseas speculators keeps young people out of home ownership. Student loans mean young people are hobbled by debt before they even land a job.

This financial dimension is inextricably linked to the nature of the threat of technology. And it’s something that cannot be unknown to anyone with even a basic grasp of financial and economic matters. Let alone someone working at Deloitte.

Which begs the question, ‘Why might the experts want to persuade us otherwise?’

That’s a question I am not going to attempt to answer. You can call me a Luddite if you wish. That I can live with. But I really have no wish to be classed a conspiracy theorist. For now at least.




The 12 elephants of the jobs apocalypse


From time to time, I am delighted to share the thoughts of others and their views on the future of work. Today I have a new contribution from my friend David Hunt. David's provided me with this widely and independently evidenced commentary on the real nature of recruitment in the US today as experienced by job seekers. 

Something is stirring in the jobs jungle... 




By David Hunt, PE


Photo: Khao Yai News Facebook page


Let’s cut to the chase.

On one hand, companies claim they can’t find skilled people for the positions they have open; they claim there’s a shortage.  Yet I see the same positions open for month after quarter – and in multiple instances still open after a year… an observation seconded by both job seekers and recruiters I know.  

Clearly something is preventing the “pulling of the hiring trigger.”  But the opportunity costs of unfilled positions are the ability to pursue new initiatives, develop new products and services, and handle new and existing customers.  Let us not forget the stress toll on employees working 60+ hours a week for months on end. 

On the other hand, we have – across America – untold millions… record numbers!... un-or-underemployed.  We have a labor force participation rate near record lows.  Networking groups, like local-to-Boston groups Acton Networkers and WIND, are overflowing with skilled, competent, accomplished, and educated people who are perfectly capable of stepping into new roles successfully.  As are, doubtless, such groups across the country. 

Clearly there is an enormous mismatch, a dissonance in the perception of reality between people seeking to fill jobs, and people wanting jobs.  Each side has their own points, but – to cite a Vorlon proverb – “Understanding is a three-edged sword; there’s your side, their side, and the truth.”


We need to talk, the two sides, candidly but without rancor, to burn away the irrelevancies until we are left with a pure product, the Truth.  Only then, when both sides are in agreement about the real nature of the problem, can solutions then be proposed and tried.  But the first step is to admit there is a problem.  And since employers indisputably have the power, let’s talk about them.


Multiple Elephants in the Recruiting Room

Elephant the First: Hiring managers do not believe they need to compromise on what they want from candidates.  Per a DeVry University survey (bolding added):

*Sixty-seven percent of hiring managers don’t feel like they have to settle for a candidate without the perfect qualifications for the job

As one hiring manager told me, “I want what I want, and will wait to get what I want.”  This desire for the fantasy date leads to a huge list of requirements, often impossible requirements, which feeds into:

Elephant the Second: ATS portals reject up to 75% of qualified candidates; e.g., from Applicant tracking systems – the hidden peril for job applicants (bolding in original):

Some sources quote that as many as 75% of applicants are eliminated by ATS systems, as soon as they submit their resume, despite being qualified for the job!

Paraphrasing Suzanne Lucas, “The Evil HR Lady”, when the impossible is set as the filtering criteria, it shouldn’t surprise that only the impossible – i.e., nothing – comes through.  Reinforcing this is another data point, specifically an interview with Wharton School Professor Peter Cappelli whose research focuses on employment (bolding added):

*One employer told me that 25,000 people had applied for a reasonably standard engineering job in their company and that the hiring systems indicated that none met the requirements.

And a recruiter I know told me that, as a test, a company put together what they considered to be a perfect resume.  Yup.  Didn’t get through the ATS.  As Careerealism’s J.T. O’Donnell observed, ATS portals are where applications go to die.

Elephant the Third: My own experience with trying to network into companies indicates that more and more companies are blocking the networking that hitherto has been one of the best ways of making contacts with decision makers.  For example:

*I … made contact with the hiring manager on LinkedIn. Despite having made contact through a mutual connection and (theoretically) a trusted source, they said they could not communicate directly with me, and that HR would have to pass my resume to them before they could do anything. (Nor could they request my resume even knowing I was in the system.)

Another company I know has, per multiple people I know working there, outright forbidden any networking contacts with hiring managers.  Even current employees can only bid for new positions through the ATS.

Elephant the Fourth: Terrified of making a (cue dramatic music) BAD HIRE, companies have signed up to conduct personality testing to determine fit to some idealized personality profile, despite many potential downsides, e.g., The Problem with Using Personality Tests for Hiring and The Lazlo Emergency Commission Report.  And it’s become a responsibility dodge:

When there's a test to fall back on, managers inevitably step back from responsibility and surrender to the test, instead of asking the tougher questions. Like "the claw" in Toy Story, the test "decides who will stay and who will go."

A personality test will never encourage your managers to have the kinds of flexible thinking you need, because the test makes the ultimate decision. No test will save you from the hard work of developing an intelligent hiring process. It takes effort to distinguish the drivers for performance in a job, and real thought to understand who will fit into your culture.

Elephant the Fifth: There is no pushback on the ability of hiring managers to play Goldilocks to wait forever, and no difficult conversations had with those hiring managers by their superiors about their Quest for the Purple Squirrel.  For example, blogger Aline Kaplan had a critical observation in her blogpost Hiring the Perfect Candidate: The Problem with Finding Goldilocks:

Had I ever taken this long to fill a position … my managerial competence would have come into question. I would have had to provide a very good reason why I could not find one decent candidate among the horde of technology marketing people let go by numerous companies when the Great Recession hit—and beyond.

Hidden in this lack of correction to such levels of indecision is an implicit message from upper management that indecision is tolerated.  That tacit approval of indecision in hiring will leak to other topics also needing decisions.

Elephant the Sixth: Despite the fact that the economy has sucked canal water since 2008, with – as mentioned above – untold millions (by some estimates over 100 million) not counted in the American labor force any more, there is still a perceptual bias against those who are unemployed, especially those who have been out for longer than six months.  Thus, I observe a lack of empathy or “EQ” for such people based on no allowances made for the current economic reality.

Elephant the Seventh: Something like 80% of companies search for candidates on social media and the internet, with no guidelines or standards.  Thus, any post – whether on LinkedIn, Facebook, twitter, or anything found with a google search – can potentially be viewed as disqualifying.  Now, companies are also scouring posts by people with whom you are connected, and searching for your image to see if you are in others’ pictures.  Yet on the flip side, having no social media presence is also seen as disqualifying, thus creating a social media presence is a Catch-22.

Elephant the Eighth: The only shortage is of people willing to take pennies on the dollar (and in parallel, a dearth of training dollars to fill in small gaps).  They keep looking for, quoting J.T. O’Donnell, “Bi-lingual brain surgeons for $10 an hour”.  Ask The Headhunter Nick Corcodilos wrote  – read the whole link, it’s really eye-opening:

"The McQuaig Institute (a developer of talent assessment tools) recently polled over 600 HR professionals. The #1 reason they lose job candidates — reported by 48% of U.S. companies — is because the offers they make are too low.

HR knows where the talent shortage comes from: Lousy job offers."

Elephant the Ninth: A standard complaint by job seekers is the treatment they receive.  This is not the carping of “angry job seekers” but observations by multiple “big names” in hiring and recruiting.  Job seekers talk and share stories, leading to companies getting bad reputations.  (And in parallel, sweatshop 12-plus-hour-days companies gain bad reps.)

Elephant the Tenth: Ageism and the parallel fear of hiring someone who is a threat to the hiring manager’s position.  There are a lot of very experienced, accomplished, and savvy people looking for work.  Given the youth-philia of industry these days, I opine that many younger managers are not just concerned about having to manage someone older than they are, but are worried that those seasoned people might become their replacements, or even superiors.

Elephant the Eleventh: Companies have invested untold millions in ATS software, personality testing, etc.  Nobody wants to report upward that the software they’ve pushed, the policies they recommended, may in fact be creating the very shortage they decry.  Yet… sooner or later, as the inability to fill positions noticeably affects the bottom line, company leaders will turn their eye to the situation.  CYA maneuvering only works for so long, and doesn’t generally end well for those who hid bad news.

Elephant the Dozenth: Interviewers have certain expectations of behaviors and personality types. In Fuzzy Limits, I outlined this situation related by a recruiter:

They described a person they were attempting to place at a company. Their client rejected the candidate, citing that the person came across as "too aggressive". Upon being told that feedback, the candidate altered their presentation to be more low-key… and was rejected at their next interview as "not dynamic enough".

One person's confident is another's arrogant; humble vs. uncertain, low-key vs. disinterested, enthusiastic vs. desperate, delegator vs. slacker? And so on.

For example, I tend to think before I speak. After one interview I got the feedback that they thought my "engaging brain before putting mouth into gear" made me look slow and indecisive. Had I known that, I would have adjusted. But since interviewers don't come with meters above their heads so we can get instant feedback on how our presentation is perceived by a total stranger, applicants are forced to gamble.

All these elephants lead to one inescapable conclusion – echoing a comment you will hear in almost any networking group meeting and often online in comments on LinkedIn essays: “The hiring process is broken”.

Destroying the Message

Across the board, corporate decision makers ignore the chorus of such observations, and even excoriate and label as “uppity” those who point out these elephants.  I suspect this tendency is an application of The Emperor’s New Clothes.  It’s one thing when a “job search / recruitment expert” points things out.  It’s another when a hoi polloi plebe points these things out – because then the elephants might actually have to be addressed as they’re visible to all. 

But problems don’t get better because they’re ignored.

So What Will We Talk About?

In 2002 my retired Harvard Business School professor father passed away suddenly at age 93.  Needless to say my mother was shattered.  Eventually she climbed out of her hole and resumed life, though not unchanged.  We talked daily; I also was going through multiple and simultaneous life crises.

My mother was the first woman to get – by a few months – a Doctorate of Business Administration from the Harvard Business School.  Incredibly intelligent, highly insightful, and scarily intuitive, she would grill me wanting to know what was going on in the life of her only child in the hopes of guiding me to constructive actions.  I would sometimes be forthcoming but, more often, attempt to evade the conversation through various tactics.  She would have none of it, and would scornfully deride my evasions of serious issues with “So, we’ll just talk about the weather.”

So What Are We?

Let me be absolutely, completely, blunt in asking this – because people interested in solving problems ask penetrating questions and brush aside evasions just like my mother did…

Are we a nation of problem-solvers, rolling up our sleeves and willing to discuss the elephants in the HR lounge candidly?  People are suffering from lack of work, and companies are losing from all the opportunity costs of unfilled openings.

Or… are we a nation of shirkers, avoiding talking about these difficult issues because they make us uncomfortable, are brought up by the “wrong people”, or might necessitate that companies admit “The Shortage” might be because of the decisions and policies and programs they themselves have made and enacted?

(pause)

Sigh.  Yeah, I thought so.

It’s been a surprisingly cool spring and summer here, very possibly because the sun’s gone quiet.  How are things where you are?



David Hunt is a Mechanical Design Engineer in southern New Hampshire looking for his "next opportunity" that allows him to design new products and shepherd them to stable production. His LinkedIn profile is: www.linkedin.com/in/davidhuntmecheng/; he blogs at davidhuntpe.wordpress.com and tweets at @davidhuntpe.


© 2016, David Hunt, PE


Intel to join global job destruction initiative


20 April 2016

By Neil Patrick

The Wall Street Journal reported yesterday that Intel, the world’s largest computer chip maker is embarking on a swath of job cuts around the world, saying:

“Intel Corp. is planning to slash 12,000 jobs, 11% of its workforce, a consequence of the shrinking personal-computer market and the chip maker’s failure to take advantage of the industry’s transition to smartphones.

The restructuring announced along with first-quarter results on Tuesday is Intel’s largest yet in terms of the number of employees affected.”


The irony of the situation is obvious – one of the greatest creators and enablers of job destroying technologies in recent years is now having to face up to its own job loss tsunami. Champions of the job creation capabilities of the tech sector should be eating humble pie or at least turning maroon with embarrassment.

If the world’s tech giants are not going to create more jobs, who will? Intel isn’t a Facebook, an Uber, a TripAdvisor, i.e. one of the job-lite app-based giants of tech. It’s a manufacturer of the equipment that enables them and us.

We just got one step closer to a job free world.

Intel News issued a statement on 19 April confirming this:

“These changes will result in the reduction of up to 12,000 positions globally — approximately 11 percent of employees — by mid-2017 through site consolidations worldwide, a combination of voluntary and involuntary departures, and a re-evaluation of programs”

Meanwhile over on the Intel Twitter feed, despite this gloomy news, the Intel comms team were putting on a brave smiley face and were keen to tell us that they are in the world’s top six most ‘authentic’ brands and not at all a Micky Mouse company:



It’s not the end for Intel, but it does remind us how tech businesses are not immune to reality. All businesses have life cyles, some short, some long.

Intel’s troubles reflect a common challenge in the tech sector. Companies that lead one generation of computing often struggle in the next. For decades, IBM's large mainframe systems were the natural choice for the world’s biggest businesses. IBM’s business flourished across the board, yet IBM was forced to withdraw from PCs and low-price server systems as competitors sucked profits away from the business.

Intel’s troubles have been coming for a long time. After reaching a peak share price approaching $80 no doubt helped no end by the false flag of the Millennium bug (remember that?), the business share price has bounced around in the $15-$35 range ever since as investors have failed to see any significant grounds for major optimism:



What we are seeing with Intel is not the end but possibly the beginning of the end. And Intel’s own announcement reveals a dead giveaway:

"Chief Financial Officer, Stacy Smith, will transition to a new role leading sales, manufacturing and operations (my emphasis), once the company identifies a successor to Mr. Smith, a 28-year Intel veteran. The company has begun an executive search that will include internal and external candidates."

So a finance guy is being put in charge of sales, manufacturing operations.

I have nothing against finance people. In fact I like them. But they don’t know how to grow businesses. They just know how to reduce costs. When Finance is in charge of Sales and Operations, you know there will only be one outcome – short term profit gains and long term business contraction.

This is the classic life cycle of tech businesses: founded by technologists, then run by operations, followed by marketing, then sales, then finance, and finally by lawyers.

Intel appears to be just one step away from the end game…



Beware the killer job description



Sloppy job descriptions are hurting businesses and employees more than you ever thought possible. Here's how...

From time to time, I like to look at job postings. It’s like car crash TV to me.

My earlier post, titled “Why are so many job descriptions cut and paste catastrophes?  ” seemed to resonate with people, so I thought it was time to revisit the subject.

Job descriptions (JDs) have far reaching consequences. How they are framed dictates who applies, and in this age of numerous unhappy employees and busy recruiters, there’s rarely a shortage of applicants. Unfortunately, this flood of applications deludes employers into thinking their JDs are not a problem.

They are wrong. They are damaging their businesses every day. And in this post I will show you why.

Employers frequently moan not about the quantity but the quality of applications they receive. And I would push this right back at them and say they are largely responsible for this, not the job applicants.



Get the JD wrong, and everything else will go wrong...

JDs are frequently scrabbled together by a junior HR person and/or recruiter in a rush to meet some deadline or other. The hiring manager ‘approves’ it and the die is cast…

But there is a more critical aspect. A JD determines not only who applies, but also after the hiring decision is made, dictates what that person does from day to day. "That’s obvious", I hear you say, but if the way a JD is framed completely misunderstands how the job holder can add value to the business, the foundations are wrong. The daily work and focus is wrong, the job holder fails to achieve expectations, the employer loses out and everyone is disappointed.

And right now, there are few JDs which get this wrong more than digital marketing roles.
So here’s a real JD I took at random this morning for such a role. A few details have been changed to protect the guilty.

Let’s ignore the spelling and grammatical mistakes. Although these are also circumstantial evidence that insufficient care and thought has been applied to this task.

This firm is looking to employ a Digital Marketing Manager. Here’s the summary and the job holder’s responsibilities:

A rapidly expanding business is looking for a top flight Digital Marketing Manager to take on and develop a new role in this ever expanding company. This is a chance for a hands on practitioner to take on a more strategic role and make your mark in a senior management role.

From the off there is a dangerous assumption here. The assumption is that this ‘top flight’ (whatever that means) digital marketer is currently in a more junior role. And the terms ‘strategic… senior management role’ are used to tempt them into believing that this job could be their big career break.

In this case, I believe this is disingenuous as I shall explain if you read on…

Responsibilities:

* Devising strategies to drive online traffic to a portfolio of websites with a B2C, D2C and B2B activity

The first thing said is usually the most important. And unfortunately if this is the job holder’s biggest goal, they will be focused on pushing those numbers up. So what, isn’t that what they are supposed to do? No it’s not.

Effective digital strategies first and foremost are not about traffic numbers. They are about connecting with customers, not chasing clicks. They are about establishing a customer preference for us over our competitors. They are about building goodwill with customers, about understanding them better, about showing we care about them. If we reduce them to clicks that we count, we are travelling in the wrong direction from the get go.

Calling a task a strategy doesn't mean the role is strategic. Moreover, there is nothing in this JD which I would consider to be strategic. So you can see why I think there's something of a ruse going on here.

* Establish and track and optimise conversion rates Developing (sic) and managing digital marketing campaigns

There’s no such thing as optimising a conversion rate. Since most firms regard conversion rate as a quantification of enquiries to sales, these need to be maximised. ‘Optimised’ implies that we can have too much as well as too little. Nonsense. No business I have ever encountered has grumbled about too many sales.

Conversion is a stupid term to apply to digital marketing. ‘Outcomes’ is much better. If the FT shares our content, that’s a great outcome. If a hundred people love our tweet so much they retweet it, that’s also a great outcome. But if we are defining conversion as 'sales', these wonderful successes score zilch.

* Develop and implement strategies utilising a range of techniques including Email, Social Media, SEO, Affiliate and PPC

This is interesting. The firm seeks to leverage every channel available. Nothing wrong with that, but I sense here that this is all about numbers. We can get x clicks from this and y from that. We’ll measure and compare the cost per click and then do more of the cheapest and less of the most expensive. This is putting the cart before the horse. It’s the old throwing mud at the wall game…

* Working in conjunction with the corporate marketing team implement the social media strategy to support existing and new business opportunities

In my experience, most marketing teams have a chronic misunderstanding of the role that digital media should play in the strategy. I cannot prove this is the case here, but my guess is that the corporate marketing people will be expecting the digital marketing manager to be playing second fiddle to their client acquisition goals.

E.g. “Let’s tweet about our latest meeting with XYZ Corp because they are a potential client.”

"Erm…No. Let's not - their reputation is atrocious.”

* Managing online brand and product campaigns to raise brand awareness and increase revenue

A brand campaign functions to raise awareness. Period. It is therefore about growing the firm’s intangible assets. Its part of the balance sheet. Revenues appear on the P&L. The connection is indirect and impossible to connect. Attempting to do this is a waste of everyone’s time.

* Managing the updates of the company websites for Europe

Fair enough. But I wonder if these sites are multilingual? They should be…

* Improving the usability, design, content and conversion of the company website

Once again, here is evidence that the firm’s ideas about digital are all mixed up. Websites exist for a multitude of purposes. It’s sensible to have sales goals for an e-commerce site. It’s idiotic to set this as a goal for a corporate or B2B one…

* Responsibility for planning and budgetary control of all digital marketing

Fair enough, but I would have liked to have seen a specific statement that this job holder could have a voice in deciding exactly what these budgets should be.

* Evaluating customer research, market conditions and competitor data

Good. For once I like this! That said, because this is so important, it is disappointing that it appears so low on the list of tasks.

* Review new technologies and keep the company at the forefront of developments in digital marketing.

This is naïve and unreasonably optimistic. If you truly want to be on the bleeding edge of digital marketing, you’d better be prepared to invest a whole lot of time and money in wasted pursuits and blind alleys. This is counterproductive and a gamble which flies in the face of everything else on this JD.

* Stakeholder management. Both internal and partners

Okay. I know this is a cut and paste on most JDs. But please tell me what it means. Unless you do, I will assume it just means don’t p**s off the bigwigs.

What we have here is a recipe for everyone to be unhappy a few months after this hire is made. The new hire will be full of enthusiasm for their new ‘senior’ and ‘strategic’ job. They will set about driving all those extra clicks with every trick they know. They will probably succeed in pushing these up a bit too.

But the real value will fail to materialise, because they have been hard at work doing the wrong things. Because the JD tells them they must do these things and their appraisal will be measured against them.

They will become disillusioned. The firm will likely think, “We made a bad hire. And this digital stuff isn’t what it’s cracked up to be.”

And so it will all end in tears.


Davos is depressed this year, and we should be too


By Neil Patrick

Welcome to an exciting brand new year. What does 2016 have in store for us? Well the world's top economic, business and government minds are all in Davos to figure it out for us.

Here in the UK, despite the government crowing about the record number of ‘jobs’ it has created (actually this is only true if we count what I call the 'self-unemployed'), there’s no sign that many normal people actually feel much better about things. In the US, a similar pattern is occurring; a slight uptick in hirings, but a persistent deterioration of incomes.

From my perspective it's all been rather obvious for a long time now: the world is trapped in a vicious circle of low growth, low interest, low inflation and low hope.

In September 2014, the World Bank finally decided the global jobs crisis was more or less ‘official’ as I reported here. According to their estimates, the global economy needs to create a further 600 million jobs by 2030, just to keep pace with population growth.

16 months later, and this topic is now one of the main themes of the World Economic Forum at Davos. This week, the world’s elite in business, government and rather weirdly IMHO, entertainment (Bono, Will.I.Am, and Leonardo DiCaprio are there too), have all gathered in this swanky ski resort in Switzerland. Not surprisingly, no-one invited me or anyone I know.


Davos in Switzerland - Where the world's elites are this week
Credit: 
de:Benutzer:Flyout


As the super rich engage in their own peculiar form of networking and schmoozing with their peers, the world’s stock markets are in turmoil, global investor confidence is tanking, interest rates seem to be stuck for at least another year, oil prices are in free fall and the wealth and incomes of ‘normal’ people are continuing to shrivel. Oh, and just to add insult to all this economic injury, here in Wales, it has been raining for the last 81 days…

But even the just modestly well-off are taking a hammering too as trillions have been wiped off stock values since the year began. Sir Martin Sorrel, chairman of U.K.-based advertising giant WPP was characteristically pragmatic saying:

"The new normal is a low-growth world"

Sorrell is worried that companies are not confident enough to invest in new projects that might create growth and jobs. Instead, they increasingly prefer to reward shareholders with dividend payments and share buybacks.

And consumers remain wary too; nearly eight years after the global financial crisis saw the collapse of many banking groups and triggered the deepest recession since World War II, many retailers have reported massively disappointing sales over the Christmas period.

But let’s not despair. Fortunately Swiss bankers UBS have come up with a 'keynote' report which deals with the main theme for this year’s Davos conference. It is titled excitingly, “Extreme automation and connectivity: The global, regional, and investment implications of the Fourth Industrial Revolution”.

Well I was excited by it…

I don’t expect you to read it, but if you are as nosy as I am and have some spare time, here’s the link to it.

The mainstream media is busy not reading it much either, either because they are too dazzled by the parade of rich and famous people they are itching to photograph, or because for them this is just another reporting gig and careful reading of such things takes too much time when they have tight editorial deadlines to meet.

However anoraks like me do read such things. Very carefully.

In case you are not familiar with the who’s who of global private banking, let’s just summarize UBS’s resume. UBS is the biggest bank in Switzerland, operating in more than 50 countries with about 60,000 employees globally. It’s the world's largest ‘manager’ of private wealth assets, with over CHF 2.2 trillion in invested assets. In other words, it’s the bank of choice for the world’s super rich.

Swiss banks do not care about the likes of you and me. They do care about things like making friends with the rich, powerful and influential folk at Davos. They work hard at this (aka spending lots of money). And they apply a lot of their considerable reserves of brain power too. The term ‘establishing our thought leadership’ was doubtless bandied around their offices a lot as the work was being done on this report.

Over the years, UBS has built up an extensive corporate resume of what Wikipedia rather euphemistically call ‘controversies’. These include laundering Nazi holocaust assets, tax evasion in the US, France, Germany and Belgium, LIBOR rigging, bond market rigging, currency benchmark rigging, FOREX manipulation, rogue trading, misrepresenting mortgage backed securities, and illegal arms sales money laundering.

There is a full description of all these accomplishments and more on Wikipedia here.

In the interests of balanced reporting I should point out that UBS is ranked in the US as amongst the top 100 best places for mothers with children to work and invests significant sums in the arts and cultural sponsorships. In October 2013, UBS Wealth Management was voted the Best Global Private Bank by Professional Wealth Management, while also being recognised as the Best Private Bank for Philanthropy Services, and the Best Global Brand in Private Banking.

A Thomson Reuters survey ranked UBS number one in all three of the key disciplines of research: Research ; Sales and Equity Trading and Execution. UBS was also named as the number one leading pan-European brokerage firm for economics and strategy research.

I will let you form your own views about the question, ‘If UBS was a person, who would they be?’

The UBS report sets out to forecast the impacts of current trends in technology, markets, business and politics to provide a view of the economic outlook for different countries around the globe.

The introduction proclaims:

“Previous industrial revolutions have been driven by rapid advances in automation and connectivity, starting with the technologies that launched the First Industrial Revolution in 18th century England through to the exponential increases in computing power of recent decades. The Fourth Industrial Revolution is based on the same two forces. The first is extreme automation, the product of a growing role for robotics and artificial intelligence in business, government and private life. The second, extreme connectivity, annihilates (interesting choice of verb – Ed.) distance and time as obstacles to ever deeper, faster communication between and among humans and machines.”

So far, so what? If you have been alive and awake at all in the last few years, this is as obvious as the fact that night follows day. And as anyone who has followed this blog from the beginning knows, I have being banging on about this for over three years.

They continue:

“These changes will have very different effects on nations, businesses and individuals. Automation will continue to put downward pressure on the wages of the low skilled and is starting to impinge on the employment prospects of middle skilled workers.”

It isn’t starting guys, it’s been happening for the last ten years at least (But I know, you’ve been a bit distracted).

But wait, there’s good news (sort of):

“By contrast the potential returns to highly skilled and more adaptable workers are increasing.”

Interesting that the word ‘potential’ is used here. This is a word bankers love, because it’s a get out of jail free card. “Highly skilled and adaptable” is also code for willing to move anywhere, accept work on any terms and be able to do the work at a pace and level of excellence beyond our that of our peers. Good news for all you wunderkinds. Not such good news for everyone else.

“Among corporations, a wide range of traditional businesses – especially those that act as intermediaries – can be expected to suffer. Many labor-intensive firms should be able to boost profit margins as they substitute costly workers for cheaper robots or intelligent software (my emphasis).

Now we are getting to the real problem. So called “traditional businesses” are ones that have successfully grown over many decades and employ(ed) lots of people. And yes, they are shrinking, automating and collapsing faster than ever. Those that are still alive are seeking to slash costs and boost profits through more and more deployment of technology.

But don’t worry, it’s all going to be okay because:

“… a range of entirely new companies and sectors will spring into existence. For nations, the largest gains from the Fourth Industrial Revolution are likely to be captured by those with the most flexible economies, adding a further incentive for governments to trim red tape and barriers to business.”

The key to economic success for nations and individuals alike in the future is flexibility. I agree with UBS on this point. But this is also where the whole hopeless vision falls apart. Because we can’t even keep up with the pace of tech change today, let alone tomorrow; as anyone familiar with Moore’s Law also knows, these changes are only going to accelerate.

How many Ubers, Googles, Trip Advisors, Air B’n’Bs does it take to create just a million jobs? Every single one of these ‘disruptive innovators’, (or whatever MBA style label you wish to put on them), ‘work’ - at least for a short time - because they need very few employees relative to their revenues and capital. Unlike traditional businesses, their capital is not in human assets, it is in tech assets. Robots are not paid a salary. And they don’t go shopping.

Worse, the traditional industries that they disrupt are people heavy. It’s a double whammy of the job-lite businesses destroying the job-heavy ones. This is the horrible economic reality of disruptive business models.

And neither UBS nor any commentator I can find, has any practical remedy for this cannibalization of jobs. The only glimmer of hope is that as costs of living continue to fall, the strangulation of household incomes will effectively be loosened.

The trouble is that achieving this flexibility is fraught with difficulty. And making it happen quickly enough is almost impossible when we consider the different speeds at which technology and our people, organisations and institutions are capable of moving.

UBS can see that they will do very nicely if their vision or anything like it actually materialises. There will be many more super rich in the world, but also a great many more who used to be comfortable, becoming very uncomfortable. The first group matters to UBS. The rest of us do not.

Happy New Year.


Why your career dream may already be dead



By Neil Patrick


We don’t just have a global jobs crisis, we have a career progression logjam…

Today I woke to a BBC Radio 4 news item which reported that CEOs were complaining (again) about talent shortages and their difficulties with attracting and retaining good people.

There was much talk about “talent acquisition”, “agile organisations”, “human assets” and a good deal more management psychobabble. But whilst I yawned at the language, there was no doubting the veracity of the message.

In October 2015, PA Consulting issued a report which attributed this problem to poor use of HR data:

“There is a mismatch between chief executives’ desire to get talent management activities right and their investment in technology; only 3.6% of CEOs and HR directors had a coherent approach for analysing talent-related data”.

Report author Jennifer Cable said: “The say-do gap is huge. It seems that talent management is belief led rather than metric led, but you name me another critical area of competitive advantage where activity is not being backed up with concrete data.”

I would go even further. The problem isn’t just about data and beliefs. It’s about culture and action. Or lack of it. 21st century HR leadership is broken. It no longer serves either employers or employees well. I have nothing against HR people. And I would point out that HR is by no means the only function which has failed to transform fast enough to keep pace with what Jeremy Rifkin calls "The Third Industrial Revolution". Marketing, sales, finance, even IT in large organisations are similarly lagging.



Recently, the Pew Research Center reported that the US middle class was now outnumbered by the poor and upper classes. This is another indication that the traditional career ladder structure has bottlenecked in the middle of society.

This strategic failure is also evidenced by my own mailbox. Almost everyday I get emails from professional people who despite having great qualifications and work experience report that they cannot get interviews, let alone get hired.

If we have lots of skilled people looking for jobs, AND organisations frustrated in their search for good people, how come this problem exists at all?

What on earth is going on?

I am not going to fall into the trap of blaming one party or the other. But organisations have to accept that the old model of recruiting and hiring is failing faster than they’d like to admit.

This isn’t news to some I know. It’s the maturation of trends which have been going on for at least a decade.

The root of the problem isn’t useless job applicants or wicked HR people. The root of the problem is how both employers and jobseekers think about jobs. What they are, who does them, how they do them, how they are managed, how they are rewarded.

The current model of recruitment has not suddenly materialised. It has had decades of refinement, all designed to assess, quantify and rank the suitability of individuals for a particular job. Organisations like processes and procedures. They help them feel in control. And able to defend themselves against potentially hostile regulatory or legal threats.

Recruitment and selection processes and procedures have now inevitably become hard coded into IT systems called applicant tracking systems. Large employers have invested millions in their adoption and deployment. I have written about the consequences of these systems here.

HR teams are not to blame either. But they have become servants of the machine. The catchphrase “Computer says ‘No’” could have been written just for them…

The problem is that the whole recruitment industry and HR profession has been getting better and better at doing what can now be seen to be the wrong things.

They have become experts at creating boxes and then matching the boxes with the people that apparently best fit into them. These boxes specify everything, much of which is irrelevant or at least a distraction. Things like:


  • Hours of work which reflect traditional norms not operational or employees’ needs
  • Cut and paste competencies which are generic and often based on lazy thinking
  • “Acceptable” levels of sickness which assume everyone’s health is the same
  • Holiday entitlements which reward length of service rather than accomplishments and workload
  • Rates of pay pegged to outmoded concepts of seniority and status.




These boxes haven’t really adapted very much to reflect the huge changes which have been going on in the world. They perpetuate some very old ideas about what a job is and how it should be done. These ideas are a legacy of the old command and control structures which originated in business and organisations in the industrial age.

People were increasingly reduced to cogs in a giant machine. This direction of travel has now reached a breaking point where unless an employer is desperate, hardly anyone can match their over-specified expectations.

If we add in instinctive personal biases around gender, age, appearance, race, we start to get a glimpse of just how much the system is broken. Yes, I know such things are illegal, but they are so easily fudged that hardly anyone worries about them.

Meanwhile the very nature of work has massively transformed in many jobs over the last ten years.

Organisations talk a great deal about becoming agile, yet their procedures change really slowly. Many aspire to being disruptive, yet are effectively paralyzed by risk aversion and legacy structures. They seek to be flexible, yet find change difficult. They espouse how they are customer-centric, yet shareholders' interests always trump customers'. They keep on doing the same old thing when it comes to specifying job roles and finding people to put in them.

Jobseekers are rightly and understandably frustrated and incensed by this. The explosion of  digital communication, means anyone who is looking for a new job can find hundreds almost instantly online. The result – organisations are bombarded with on average up to 200 applications per vacancy.

And since humans cannot possibly be expected to accurately assess such a deluge, automation has been adopted to screen, sort and rank resumes and choose candidates. Except these systems are at best only partially effective. In one test carried out by consultants Bersin Associates, a ‘perfect resume’ only scored 43% on the applicant tracking system…

Organisations aspire to respond and adapt to these problems, but very few are making real headway. This is because they are playing around the edges, when what they really need is a complete rethink of how they can reconcile their need for talented people with an admission that the current way of doing things is no longer fit for purpose.

So we see the continuation of cut and paste job descriptions. Of largely discredited psychometric assessments. Of idiotic interview questions and competency ‘tests’. Of overly rigid terms and conditions of employment.

The future won’t be owned by organisations which perpetuate the status quo. It will be owned by those that can grasp the nettle and figure out how they can live by these ideas not merely talk about them.

For millennials, this fragile career environment is one they have grown up with. They’ve never known anything else. For older generations, it’s nothing short of a catastrophe for which few are equipped.

Organisations will eventually transform. They have no choice. The trouble for people seeking jobs and career progression is that this transformation is going to take a very long time. And the trouble for organisations is that this key strategic requirement is so low on their agendas that they are at risk of organisational obsolescence which at best will hamper every aspiration they have, or at worst kill them.

Happy New Year! ;-)