Kicking the tires — what employers want to see
If you’ve ever bought a used car from a private owner and ended up with a lemon, you learned a lesson about the necessity of a pre-purchase check by an auto technician you trust. While you can get reports on repairs and damage, they are not foolproof — a report on a used car I bought was clean, yet I found out (after a brush with a parking space curb) that the lower fascia and bumper had been repaired and repainted. Obviously, the shop that did the work didn’t report it to the usedcar database.
What does checking used cars have to do with a job search and hiring? Plenty.
An employer’s pre-purchase process begins with résumé reviews to determine potential candidates. The first screen many employers use is a keyword matching search. Software, similar
Jim Pawlak to that of search engines combs résumés for matches to “must have” information from the job’s description. Like a search engine, it highlights candidates by percentage matched. To increase your chances of passing this screen, a job seeker must tailor the résumé to the job. If you can find the job posted on the company’s website, you’ll be able to figure out some keywords to incorporate.
The “eyeball test” comes next: On the objective side, errors in spelling and grammar usually disqualify a candidate. Why? Such errors indicate the candidate doesn’t pay attention to details — a requisite for all jobs. Also, reviewers don’t want to see a listing of responsibilities and duties. They look for the results of the applicant’s work. The use of dollars, numbers and percentages to quantify results almost always passes the “eyeball test” because such data shows real value added.
On the subjective side, reviewers look for other information that may influence job performance. That’s why you don’t want to put non-professional information [i.e. personal/family, community service (unless you’re applying in that field), political, religious]. I know one “perfect” candidate who didn’t get an interview because a hiring manager felt that the guy’s Little League manager’s commitment would interfere with his ability to work overtime during the firm’s busiest months.
Employers use interviews to “kick the tires,” too. They know that more than 30 percent of résumés contain inaccuracies. The interview separates fact from fiction.
They want to see a candidate who: 1. Prepared for the interview (e.g. dressed for success, did homework on the company, asked good questions, presented a positive and enthusiastic attitude, etc.); 2. Backs up the résumé with explanations of how skills were applied and accomplishments achieved; 3. Makes a point quickly; 4. Fits the company’s culture.
Employers also “kick tires” by using skill and personality assessment tests and pre-hire background checks (primarily credit and criminal history) to tilt the odds of a successful, informed hire in their favor. Why? Every new hire represents a substantial investment in training her/ him on the ins and outs of the way it does business and the job’s procedures. “Hit the ground running” is more cliché than fact because training typically takes at least six months.
Employers want new employees to succeed because of the excessive cost of replacing an employee — which, according to a recent study, range from $17,000 for an hourly worker to more than $80,000 for mid-level managers.
They also know that checking with former employers doesn’t help much; because of legal issues, most employers only release date-of-service and compensation information. While reasons for leaving are not released, smart recruiters ask whether the individual would be eligible for re-employment. A “no” response will raise eyebrows.
The final exercise in tire-kicking involves checking the applicant’s references. Job seekers need to ensure they provide the professional, not personal, references. It’s the job, not your personal life, which interests employers. Make sure you brief your references about the job and the company so they can highlight your fit.
Are you ready for an employer to kick your tires?
Employers ‘kick tires’ by using skill and personality assessment tests and pre-hire background checks (primarily credit and criminal history) to tilt the odds of a successful, informed hire in their favor.