Managing the Black Hole in the Job Application Process

Managing the Black Hole in the Job Application Process

You’ve invested the time in completing the job application, polishing your resume and writing a compelling cover letter. Once you’ve submitted your materials, though, you enter the black hole — the space between applying for jobs and hearing back from potential employers. Managing this period of the job search process effectively is harder than ever in a tight economy.

“We’ve all been on the opposite side of the desk,” says Armen Arisian, HR manager at Nytef Group, a plastics manufacturing company in West Palm Beach, Florida. “Twisting in the wind is no fun.”

But don’t stress. Employ these strategies to survive the uncertainty without losing your sanity.

Be Real

It’s important to remember there are people on the other side of the black hole who are doing their best to fill the job in a timely manner, says Will Pallis, a lead recruiter for VistaPrint, an online supplier of graphics and printing based in Lexington, Massachusetts. Chances are good the hiring companies have been inundated with applications.

“While there are a lot of variables here, the most important factor is how much time the corporate recruiter or hiring manager has to sift through the resumes submitted for each job,” he explains. “Skilled corporate recruiters have the ability to review large quantities of resumes to determine if the applicant has the required skill sets and education required for a particular role. But if that recruiter has a large volume of active resumes, the amount of time to review them is obviously decreased.”

Be Reasonable

There’s nothing wrong with checking in on the status of your application, as long as your job-seeking behavior does not become desperate. Unfortunately, there’s no industry standard for how often to inquire. “Do not be a pest” says Jay Meschke, president of EFL Associates, a Leawood, Kansas, search firm. “It is fine to seek acknowledgement of application material after a week, but diplomacy is the watchword. A potential employer becomes wary of applicants who become ‘stalkers.’”

If you’ve got a real person to contact on the inside, ask about the ground rules or protocol up front. “Inquire about when you should expect to hear back, if you should proactively contact the gatekeeper and at what intervals, plus what forms of contact would be most appropriate, such as telephone calls, emails, etc.,” he says.

And if you don’t hear back at all? “After more than a couple [follow-ups], move on same as you would in any other potential relationship,” Arisian counsels. “They’re just not that into you.”

Be Positive

The biggest challenge may be managing your own emotions. “Learn to be comfortable with being uncomfortable,” says Scott Silverman, executive director and founder of Second Chance, a nonprofit agency helping the homeless and chronically unemployed in San Diego. “The only thing you can control is your own attitude.”

To do that, Eric Frankel, a personal branding and job search expert in Westwood, New Jersey, suggests, “Transition yournegative, stressful feelings to positive, optimistic emotions by supplementing your job search tactics with positive activities — time with friends, family, exercise and casual strolls on the beach. A limited number of ‘vacation’ days are OK when unemployed.”

You also can busy yourself by continuing your job search.

Be Optimistic

Dealing with uncertainty is never easy, but it’s a fact of life. Use this time as an opportunity to focus on what can happen, not what isn’t happening.

“As with the universe, realize that thousands of black holes are present,” Meschke notes. “Each one is worth exploring. You never know when the black hole evolves into a worm hole that leads to the next job.”

For Job Seekers, the Black Hole Persists

Most of today’s online job applications still enter a black hole.

Frank N. Stein had a stellar resume—he was an Ivy League graduate, with stints as a corporate recruiter at Johnson & Johnson and Russell Reynolds, and his CV was loaded with the keywords needed to float to the top of today’s automated job-applicant software.

He was also not a real person, a fact noted at the bottom of his one-page resume.

Even so, recruiters at only two of the 100 companies where he applied for jobs read far enough to discover that Stein was a fiction designed to “mystery shop” the job-seeker experience. The ruse was created by recruiting consulting firm CareerXroads, according to a report released Monday.

What does that tell Mark Mehler, a founder of CareerXroads?

“Recruiters read the first three paragraphs of a resume,” he said. “That’s all the job seeker is going to get.” And that only counts those whose resumes pass through the automated keyword screening that winnows a set of applications from hundreds to a few dozen.

Every year, Kendall Park, N.J.-based CareerXroads submits a fake resume through the career websites of the companies on Fortune magazine’s 100 Best Companies to Work Forlist, to assess the recruiting practices of some of the most well-respected employers in the country, including Google Inc., Goldman Sachs Group Inc., and Deloitte LLP.

The results are generally dismal, as they were again this year. Job seekers’ main complaint—that they shoot their applications into a black hole—was confirmed.

Out of the 100 companies, 64 never sent Stein any notification that he was not being considered for the job for which he had applied. Months after submitting his resume, he “was left hanging in the breeze,” said Mehler. Overwhelmingly in job seeker surveys, candidates tell CareerXroads “they just want to know, ‘am I in or out?’ They don’t want to keep chasing and wondering.”

Six of the employers followed up with Stein wanting to schedule interviews, two uncovered the ruse, and 28 eventually notified him that the position had been filled, or at least that he wasn’t in the running.

Worst of all, 28 is the highest number of companies extending that courtesy in the twelve years CareerXroads has conducted the Mystery Job Seeker survey.

There’s no excuse for those oversights, Mehler said, given that those communications can be automated easily in today’s applicant tracking systems, the software that stores job applications.

Most systems have the capacity to do this, but major corporations don’t use those features because they’re scared that opening the lines of communication will lead to lawsuits, too many phone calls to recruiters, and too many questions they can’t answer, he said.

There were bits of good news from Frank N. Stein’s experience. Nearly all employers now send an email acknowledging receipt of a job application. In addition, career websites are easier to navigate than in previous years, and employers have gotten better at streamlining the application so that it takes less time to complete – in most cases, 10 minutes or less.

Another pleasant surprise, according to Mehler: Stein had been unemployed by choice for a year (he had rejected six job offers as poor fits for him, then took a 6-month sabbatical to bicycle across the country), and still received interest from six of the 98 employers who thought he was a real person. “That’s huge,” said Mehler. “It shows that if you write a good resume and have great experience behind you, you can still find a job.”

Lauren Weber

Reporter, The Wall Street Journal.
Lauren Weber writes about workplace issues and careers for the Wall Street Journal.

YOU CAN’T KEEP FAKING IT! 3 WAYS TO FULLY COMMIT TO MAKING SUCCESSFUL CHANGE

By Scott Span | February 5, 2016

Often, we talk to customers about their EVP (Employment Value Proposition) or rather why does someone want to work for you and they say…well we are working on that.  I find that when I hear that, they really aren’t working on that and telling stakeholders they’re getting to it. I believe its more paralysis by analysis, therefore perpetuating the problem of why it’s so hard to retain or recruit great talent.  If we keep faking it, we’ll only be fake and employees and job seekers can smell it a mile away ~The Organic Recruiter

Stop faking change! Stop paying it lip service and not taking supporting actions. Commit to change or don’t even bother. Change is hard. I write about it a lot because how you navigate change impacts whether you will succeed or fail.

It doesn’t need to be costly or painful

Because change is hard, all too often organizations fake change. That means this: They expect change to happen in an environment where they are unwilling to commit to the support needed to make the change a success – unwilling to change processes, culture, strategy and the way they work.

Sounds counter-intuitive, right?

It is. And it’s costing your organization productivity, performance and profit.

Organizational problems are linked together, and change in one area often impacts other areas. New business initiatives, new technology, new processes and procedures, leadership changes – all require new behaviors and ways of doing things.

Organizational change is inevitable, but that doesn’t mean it has to be painful or costly. So how do you stop faking change?  First you need to acknowledge how you’re faking change before you can fix it.

You really gotta walk the walk

Communication is a key part of managing change. Are you really providing supporting processes, structures, and culture for open and honest communication? Are you sending the right messages to the right audiences at the right time?

And is everyone inside the organization – from the executives down to the interns – aware of the changes, how it will impact them, and can contribute towards making the change a success?

If not, then you’re faking change. Stakeholders can tell when they’re getting lip service and it does have a negative impact on commitment. Walk the walk and lead the change effort by example.

But, it’s how we’ve always done it

Culture is the way work gets done around here.  One of the hardest parts about causing positive change is changing the status quo – how things have always been done. But you have to change if you want to be successful. You’ve got to commit to the new way – fully.

If the leaders aren’t willing to change their behaviors, or work to change the behaviors of others to support the change, then how do you expect the change effort to be successful? Your job as the leader is to lead.

You MUST make the time to be the face of the change and prioritize engaging with stakeholders. That includes leading in changing the culture if needed to support a new way of doing things.

Fix broken processes

Change in one area often impacts other areas. This requires revamping or doing away with old processes or creating new processes to support the change. You can’t keep trying to use old processes designed to support the old way of doing things and expect a new result. You should do a detailed process inventory and analysis so you have an accounting of your processes, identify which processes need attention, which may need to be created, and then communicate the changes to the team – and train them how to follow them.

The moral of the story is this: You can fake change all you want, but if you really want positive change to be a success, lip service won’t cut it. You must commit to a new way of doing things.

YOU SHOULD PLAN ON SWITCHING JOBS EVERY THREE YEARS FOR THE REST OF YOUR LIFE

By Vivian Giang

The stigma when I talk to recruiters is that all the candidates I am finding are job hoppers and we will not hire them.  This article by Vivian addresses the whys and why we should still be looking at them.  And / or what we need to do to retain the great people we have. ~ The Organic Recruiter

Changing jobs every couple of years used to look bad on a resume.

Workers who stay with a company longer than two years are said to get paid 50% less, and job hoppers are believed to have a higher learning curve, be higher performers, and even to be more loyal, because they care about making a good impression in the short amount of time they know they’ll stay with each employer.

Patty McCord, former chief talent officer for Netflix, says job hopping is a good thing, and young people should plan to do so every three to four years.

“In terms of managing your own career, if you don’t change jobs every three years, you don’t develop the skills of getting a job quickly, so then you don’t have any career stability,” Trunk tells Fast Company.

I read a lot of research about what makes a good employee … and people used to think that the longer you kept an employee, the more worth they are to you, because you train them and they get used to their job and then they do it.

An employee who stays on the job and isn’t learning at a really high rate is not as engaged, so they’re not doing as good work.

~ for complete article: http://www.fastcompany.com/3055035/the-future-of-work/you-should-plan-on-switching-jobs-every-three-years-for-the-rest-of-your-#