Posts Tagged ‘John Challenger’

It’s happened to a banker in Providence, RI, a real estate investment adviser in Boise, ID, and scores of people who work in manufacturing in Midwestern states. If you’ve suffered the embarrassment of being laid off not once, but twice, relax — you are hardly alone. While the latest government statistics tracking people who’ve had two spells of unemployment won’t be out until December, hiring managers are increasingly aware that it is a common occurrence, and not necessarily a black eye.

In fields like marketing and information technology, being laid off may even classify as “normal,” says Lynn Hazan, a Chicago-based executive recruiter. Advertising agencies and marketing departments cut positions when they lose accounts; global companies trim their IT staffs to meet shifting needs. “Everyone knows how much ‘no-fault’ job loss there is, and that [he or she] may be just as vulnerable to it as you have been,” says John Challenger of Challenger, Gray & Christmas, a global outplacement firm.

So come to a job interview confident that you can explain your double dose of unemployment. “Be candid and focus on the business reasons,” says Melvin Scales, vice president for global solutions, Right Management, a Philadelphia-based outplacement firm. Assuming your layoffs had nothing to do with performance, make that clear by explaining why your position — not you — became less relevant to your employer. If your manager has indicated a desire to hire you back when the economy improves or has written a glowing recommendation, mention that to bolster your case, Hazan advises.

You might even claim that suffering through double layoffs makes you a more attractive job candidate. “When people go through downsizing, typically they use the time to sharpen their skills,” either by working as a consultant or getting additional training, says Scales. Make sure that applies to you. In addition, stress your own understanding of the fact that rapid change is high on the list of challenges many companies face nowadays. Says Hazan: “State what you learned from those experiences and how that can be of help to the new employers.” While your job history may be clouded by double layoffs, clear it up by offering your own extra dose of industry insight.

I’m on the verge of quitting my job. My boss and I do not get along. If I quit, would I be eligible for unemployment insurance? I am tempted since the federal government just extended benefits for another 13 weeks. A smart move?

Dear Readers,

The prospect of collecting unemployment benefits is rarely a good reason to quit your job. In fact, it’s generally true that if you quit, you are not eligible for benefits. This safety net was designed to lend support to those who lose jobs through no fault of their own.

That said, most states have some exceptions for extenuating circumstances. In Wisconsin, for example, if you quit because your paychecks bounce or you have to relocate to a different market to keep your job, you may be eligible. In Connecticut, you may be entitled to benefits if you quit for “good cause,” which may include reasons like caring for a seriously ill child or spouse. Even so, you have to be available for full-time work.

Because unemployment is administered by each state and the rules change periodically, it is important to check with your state labor department to find out the latest requirements. Even if you do become eligible for collecting unemployment checks, either because you are downsized or quit for what is ruled “good cause,” you will be required to engage in a job hunt. Since you are unhappy in your current situation, why not get a head start?

Interviews Galore

My friend is applying for an executive position. She’s been interviewed more times and by more people than for any other job she’s ever held, and still there’s been no decision. What’s going on?

Dear Readers.

Now that the high unemployment rate has put employers in the driver’s seat, they are being more selective than ever. They also more cognizant of “the costs of making a wrong decision,” says John Challenger of Challenger, Gray & Christmas, the Chicago-based outplacement firm. Often it takes six to eight months to realize that a mistake was made, says Challenger, which means at least half a year’s salary can be wasted.

Consequently, employers, whether they are hiring executives or temporary employees, are beefing up their screening process, confirms Mike Steinmetz, vice president and general manager of Manpower Inc.’s Midwest division. “Some of the larger firms have been trying to reduce risk through multiple rounds [of interviews], getting multiple people involved,” he says. Rather than be interviewed simply by a prospective supervisor, for example, a candidate also may have to meet with the supervisor’s supervisor to make sure there is a consensus on the hiring decision.

The hiring process is also more likely to include “behavioral interviews” and other sorts of assessments, such as skill tests. Behavioral interviews incorporate sets of questions that “attempt to elicit a candidate’s behavior in concrete situations that parallel what might be found at the company,” Challenger says. When Steinmetz interviews candidates for managerial positions, for instance, he typically inquires about difficulties they encountered and how they dealt with them. “I don’t want all rosy stuff,” he says.

Steinmetz notes that “soft” skills, such as leadership, teambuilding, conflict resolution, and the ability to motivate employees who are not direct reports, are highly prized. The best way to prepare for an interview nowadays, adds Steinmetz, is to come with some specific examples that can illustrate any number of these traits. “If the illustration can answer two or three questions at once,” that’s great, he says. “I like it when I don’t talk very much.”

With so many layoffs, Steinmetz notes, many “A-players” have been downsized. Whether companies are hiring new employees or hiring back old ones, “they are trying to upgrade their staffs by identifying and adding the available A-players.”

Candidates do not have to be proficient in every single area. Screening also helps employers identify areas that need coaching or on-the-job training once you are hired.  Most of all, you want your interviewer to view you in the following way: as someone who is reliable, trusthworthy, teamwork oriented, inquisitive, and always looking for a better way to do things. “I much prefer someone with those skills and mediocre technical skills than the other way around,” says Steinmetz.  That’s because technical skills are more easily taught.