Green Flag

“Let me know if you are interested.”

That was the subject line. The email came from a recruiter I have been working with. I read the job description and burst out laughing.

We all know the universal red flags by now. The company that calls itself a “family,” the job that promises you’ll “work hard and play hard.” Those have been discussed to death.

The job description in question was for a Controller role. I received the email on Thursday. According to the recruiter’s email, the Controller had given notice the previous Friday, and her last day was going to be the following Tuesday.

Red flag number one.

The two weeks’ notice is standard. This person was just three days shy of that mark. This was the equivalent of holding your middle finger on your way out.

Someone who is happy with their current job but simply moving for better opportunities doesn’t do this.

Also, even though two weeks is considered standard, as you go up the ladder the expectation grows.

A President of an international division would probably be expected to give more than two weeks’ notice. Some transitions may last months. It is understood and an expected courtesy.

A Controller is not an executive, but it is the position in charge of the entire accounting function. In this case, the person was also guiding the company through an audit.

Someone in this position would be expected to give at least two weeks’ notice and maybe even offer to consult to help with the changeover.

Neither of these things happened.

The other, more important, red flag was that someone wrote it didn’t matter that there was not going to be any handover of responsibilities because the work was “easy.”

This one connects to a hard lesson I learned early on. No job is easy. Every job requires know-how and care. Especially if you want to achieve excellence.

What the hiring manager is really saying when calling a job “easy” is that the job is not respected or valued. Even if you outperform and deliver great results, those won’t count in your favor because, as an early employer told me, this is a job that “any monkey off the street can do.”

“Easy” is a toxic way to describe any job. Just run.

The red flags don’t stop at the job description.

A friend of mine was rushing to get a job ahead of a planned layoff. She finally got a verbal offer. As a professional, she did what she was supposed to do: negotiate the initial offer. The HR representative responded with a firm “no.”

The negotiation ended before it even started. The company pretty much told my friend: take it or leave it.

This was especially surprising after several rounds of interviews. The company used hours of my friend’s time.  And the time of dozens of people already working in the organization. Yet they were willing to risk all of that on the bet that my friend needed the job too badly to walk away.

My friend took the job. I understand why, but this doesn’t show great promise.

My advice to her? It is okay to continue to look while you settle into the new role.

The hiring process is the ultimate red flag to never ignore. It provides a window into how working with the company is going to be. I’ve yet to meet a company where a chaotic, disrespectful hiring process opens the door to a disciplined and generous company.

Still, red flags are not an automatic rejection. I once interviewed at a company where a colleague described working until nearly 11 PM on New Year’s Eve the previous year. I still took that job. I made the calculation, and the long hours were outweighed by other aspects of the job and the company.

But always pay attention to red flags. And learn from them. Which ones are a dealbreaker for you?

For me, this role had too many unforgivable flags, and I’m in a position to wait, so I chose to wait for a possible green flag.

Iced Coffee and Other Disqualifiers

Reason for rejection: iced coffee.

Recently, a recruiter posted on social media that young candidates were showing up to interviews with iced coffee and that it was disrespectful to their potential employers. That indicated a casual tone, like the whole interview was just one more errand to run that day.

I wouldn’t judge if a candidate showed up with an iced coffee. Unless they showed up late mumbling something about “traffic” while swirling their iced latte.

A friend recently sent me her schedule for an in-person interview. She was supposed to meet with six people over the span of four hours. At that point, you almost need iced coffee for sustenance during a marathon interview session.

Iced coffee aside, what bothers me about the whole conversation is that it is just one more obstacle that job seekers need to overcome while looking for work.

It is no longer enough to look polished and professional, have a strong resume, and know how to answer key interview questions. You also need to know individual biases and company-specific cultural expectations before walking through the door.

I once worked at a place where we hired two people for the same job, back-to-back. They both had the same name, and neither one worked out. One actually left the company in spectacular fashion, but that’s a story for another post.

So when it came time to fill the position for the third time, you better believe that resumes with that name were immediately disqualified.

My boss would simply say: “not again.”

Some of those candidates had very good resumes, yet they were rejected for having the wrong name at the wrong time.

I’ve seen candidates dismissed for being unemployed three months after a layoff. For being too excited about the company. For touching their hair too much during the interview.

None of these things reveal anything about whether a candidate can or can’t perform the work, yet these biases persist.

I was once looking through resumes with my boss. We were adding one more member to the team. I pointed at an interesting candidate, and she quickly set it aside by saying: “I would never hire someone with a two-page resume.”

I was surprised because I had a two-page resume, and she had hired me.

I told her and she didn’t believe me. I had to dig a copy of my old resume from my files to prove it to her.

Job seekers are told to prepare, yet how can you prepare for biases that are arbitrary, inconsistent, and only sometimes enforced? The rules of interviewing are not even rules anymore. They are preferences that change depending on who is sitting across the table or on the other side of the Zoom.

Somewhere behind the wrong name and the two-page resume, there might be the right person for the job. Everything else is just iced coffee.

The Hiring Process Was Broken Before You Found It

The hiring process is broken.

People can’t find jobs. Companies can’t find the talent they say they need. Jobs sites are full of open positions, yet no one is being hired.

Maybe it was always broken.

In What Color Is Your Parachute?, the author cites a Financial Times survey that found the hiring process was only 3% more effective at picking a good employee than random chance.

That stuck with me. Decades later, after going through hundreds of interviews and hiring dozens of people myself, I see what the problem is.

And it is everything.

Companies fail to figure out what they actually need before they start looking. They evaluate candidates against criteria that doesn’t exist, and then the role changes because it was never defined to begin with.

It all starts with the job description.

I’ve seen companies dust off an old job description even when they haven’t hired for the role in years and the role has changed materially in that time.

Recently, I interviewed at a company where it felt like they were workshopping the role as the interviews went along. I was sitting with the controller on a Zoom and asked how she envisioned this position interacting with the rest of the team. She responded that maybe they didn’t need this role after all. Maybe they were looking at things wrong. Maybe they needed to split the work along duties instead of business units.

While she was talking to herself, I was questioning why I was even in this meeting. They didn’t even know what they were interviewing for.

A week later, I got a polite email from HR closing the loop. Two days after that, I got a message from LinkedIn saying that I was a great fit for a new role at the same company.

The role wasn’t even that different. Same department, same level, a few key differences. Instead of going back to the candidates they already interviewed and asking if they would be interested in a slightly different role, they cleared the slate and started a new search.

I’m surprised that a company that seems so far behind has the time to have their employees interview candidates over and over as they figure out what they need.

A friend was telling me about a failed hire by one of his clients. The client was looking to fill a Senior Accountant role, a highly independent position. She hired a young guy who had graduated two years prior. He had gone to a great school and passed the CPA exams.

He turned out to be a terrible hire, and the company let him go before his 90-day trial period ended.

My friend was wondering what went wrong. I told him the answer was there all along. His client needed an individual contributor who could function with drive and independence. Instead, she hired a junior accountant with two years of experience in a large, highly automated company that was probably still figuring things out.

The problem was not the candidate. It was the candidate-role relationship.

Then there is the fact that the role you hire someone for often changes, sometimes shortly after the candidate starts. A candidate who could have been great at the original role might struggle with the new expectations.

I once started a job where I was told the company was “a mess” and that the team needed a lot of help. I debated whether to walk away, but I was offered a lot of autonomy and independence on how to deal with the issues. I decided to accept.

Five months passed between my first interview and my first day. That alone said a lot about the “mess.”

On my second day, the controller set up a meeting with me. I thought it was a simple welcome to the team. It wasn’t.

She told me that since we had last spoken, months prior, she had gotten approval for another hire at my level. She had just started the search but didn’t want to assign me a specific role until “all the pieces were on the board.” She asked for my patience and told me to observe and help around until my colleague was hired.

I declined politely. I told her that if there wasn’t a clear role for me, I was happy to leave. I had left a position where I was leading a team to take a role where I was going to lead a larger team, not to sit around and help like a junior staff member. If they couldn’t provide what was promised, I would leave and look for a better opportunity.

The controller quickly changed her tune and gave me a team and a somewhat defined role.

What would have happened if I had agreed to just wait?

Colleagues would have started wondering what I did. Questions about my competence would have surfaced. And I would have probably been quietly escorted out of the company while the controller wondered why this hire didn’t work out.

Roles are not well defined. Every member of the hiring committee is looking for something different. After the candidate is hired, the role morphs into something unrecognizable. And then we wonder what went wrong.

Slow, invisible systemic failures that are ultimately blamed on the hire who doesn’t stay, and that hurt the team left behind, understaffed, and starting the same failed process all over again.

Behind every resume is a person. Someone who prepared for the job interview, showed up, and trusted that the company knew what it was looking for. It would be nice if the process remembered that.