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10 Years Later: The Best of

I started writing about HR issues more than 10 years ago. I was anonymous for three years and wrote more than I ever had. In that time, I wrote a lot of stuff. It launched me out of my HR career for the better.

Some of it is still pretty readable. Most of it wasn’t.

Instead of making you wade through a ton of self-referential posts and entire blog posts dedicated to complaining about blogging or blogging drama, I just decided to go through everything and pick my favorites.

So here you go. The best 40–50 posts from the archives of

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Being Effective in HR Isn’t About Technology

I just left the HR Technology Conference and really had a good time. I love talking about the intersection of humans and technology. Learning how it can be used to improve (or even degrade) the quality of our life (which includes work) is fascinating to my nerdy side.

Here was my takeaway from the show: Having an effective HR function has very, very little to do with the technology you have.

Seems like a strange message to get from a conference focused on HR technology and that’s got to be a little scary to vendors out there that sell themselves as the end all be all to their current and potential clients. But let’s back this up a bit to get some perspective on it:

  1. Technology will not replace leadership — Of course, nobody explicitly sells their product this way but many vendors sell something that may replace parts of leadership or automate processes of leadership. Now if you have solid leadership, can automating processes improve reach and effectiveness? Sure. But you have to start with leadership.
  2. Don’t put the cart before the horse — Don’t build your programs and processes around software, select your software based on your programs and processes. The biggest mistake is people seeing a problem and throwing technology at it without thinking about their culture, history and current process issues.
  3. Execution is all that matters — We can talk about bells and whistles on products all day but the biggest thing most vendors sweat is implementation and execution. The software may be great but if employees and administrators don’t use it, you’ve already lost the audience.

And guess what? That last point is why HR has so much more impact on HR technology than the HR software providers. Not saying that there aren’t some bad products out there (there are, believe me) but that they aren’t the reason why HR is ineffective. Just like social networking isn’t the end of the world. Nor is HR process outsourcing.

I’ve got another post early next week but I wanted to thank Bill Kutik and the team over at HR Executive Magazine for allowing me to show up at the last minute.

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Is Human Resources Fatally Flawed?

Don’t think about it. Just answer me quickly: Is HR fatally flawed?

How many of you answered yes? When I first started writing this in April, I said yes too. Yes, this has been on my mind since April, sitting in my draft folder waiting for me to answer the question. And I can tell you, if I waited until I had a perfect answer, you may never have seen a post. In that time frame, I’ve gone back and forth but I finally come to the conclusion that HR isn’t fatally flawed but it does need some work.

Is The Tide Turning Against HR?

When I wrote this question back in April, I knew my answer but was afraid to post it. So I thought about it over and over again for almost five months. Here’s why I thought HR was through:

  1. Most of HR’s value could be outsourced — Heck, it already was in many cases. Everything from talent recruitment and selection to heavy lifting in critical employee relations and benefits matters were being taken care of (or very heavily influenced) by outside agencies and consultants.
  2. Unclear goals and ROI — If you are a small to medium sized company, you can’t afford to have an entire department sucking funds from your other profitable departments. At some point, HR will become a luxury department for large Fortune 500 companies (the same one’s that can afford to run advertisements simply to raise “brand awareness”).
  3. No input on business direction — You don’t get a seat at the table without having business savvy. You want to know why C-level titles or so inconsistent for HR? A true lack of business courage outside of the talent world. If you have nothing to add about marketing messages, sales forecasts, or budgeting issues, you’re of no use at the table. Let’s just put that to bed.

So I saw all of that and thought that in a decade or so, you won’t see robust HR departments outside of large companies. And even at those companies, HR would be in a precarious position if bad financials started influencing decision making.

Of course, my thinking changed.

The Light At The End Of The Tunnel

When you have a near death experience, one of the common experiences is the light at the end of the tunnel phenomenon. One of the other common experiences was a feeling of warmness, comfort and an almost enlightened state. Now some will tell you that it is your soul going on to its next destination or a series of chemical and electrical responses to your body shutting down. Whatever it is, when people come back from an episode like that, it is one of the few ways humans become permanently rewired.

What’s the connection to HR? I am convinced that HR is going to be transformed due to a soon coming near death experience. It is going to become a fad to integrate high performing HR folks directly with operation groups in organizations (it already has in some forward thinking companies). This will end up reducing HR to a complete administrative function and to the brink of death. People are going to scramble and eventually, a new way of integrating the talents of HR will hit someone and it will become the norm for decades afterward.

We won’t get there until something drastic happens though. People in HR are still too comfortable with the current system.

New HR: Now More Than Ever

HR doubters and haters are reading through this thinking I am just making the case for them. Only in their mind, HR just ends up dying at the end and everybody is happy. HR has heard this for how long, right? Maybe the biggest indictment on corporate inaction is the fact that the HR department you see today is still the best thinking we have on how to best manage our “most important asset.”

So I began thinking about what critical functions of HR I would want to keep if I wanted to put together a minimalistic but effective corporate structure. Here’s what I came up with:

  1. Workplace Process and Productivity Expert — I would want someone that could look at a workplace process and figure out all of the issues negatively impacting the productivity. While some would put this under supply chain management, I would want a person that could incorporate supply chain principles with organizational development to give a wide perspective.
  2. Functional and Effective Internal Ombudsman — This would be a person that becomes the next generation of employee relations. Someone who would be comfortable (and be given the authority) to call out management and employees on their detrimental actions and be compensated based on solving issues. An internal ombudsman will command respect (but not necessarily agree) because their recommendations and results will be explained and made public to all employees. Hard to wiggle out of that.
  3. Employee Life Cycle Manager — This person would be the guru on how to best integrate new people into an organization, develop careers internally and anticipate and plan exits for any number of reasons. As part of their internal career management, this person would also be in charge of all internal and externally coordinated training and development activities. If you thought of your company’s employees like a giant factory with thousands of moving pieces, this person would know where each piece is at and will be in any given minute.

Those would be the functions I would choose to continue if I had to cut it down to the bare minimum with functions I could track ROI and clear cut goals on. Everything else I could outsource effectively if needed.

Obviously there are people in HR that cover these areas in various ways but I’ve yet to see an HR organization that organizes them around these sorts of functions.

Does this make sense? If it doesn’t, what does? And if you’re happy with how things are currently structured, what’s the argument against trying a different approach if your manager came to you with this idea?

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Annoyed at Job Candidates? Look in the Mirror

One of the ways my blog has shifted over the last 18 months is that it has become less about what job candidates and employees are doing wrong and more about what HR and management are doing wrong. It has been one of those funny evolutions of a blog that you never see coming when you start. Maybe that’s the progression of my HR career which has basically gone through four phases:

  1. The “For Pete’s sake, is every employee and job candidate a complete moron?” phase.
  2. The “This must be a joke. Look at how stupid our managers are acting” phase.
  3. The “Forget all of those other people, am I (and everyone in HR) really this stupid?” phase.
  4. The “I wonder if I can do something to improve all of these things” phase.

I’ve been a resident of stage four for a while and I have been coming to terms with it. Will a smart remark pop out of my mouth when I get a typewritten resume obviously photocopied and updated with white-out and handwriting? I’m not perfect but generally, I’ve been much more solutions oriented than mocking oriented.

What’s Wrong With This Applicant?

A common thing I hear people in HR complain about are applicants and job seekers. Everything from spelling mistakes on resumes to not pronouncing their name correctly, I’ve heard it. And listen, if you process hundreds of applicants daily, I’ll give you a bit of a break. It is tedious work. But if it is the first time in months you’ve processed a resume and you’re complaining, there’s probably a bigger issue there: maybe you shouldn’t be reviewing resumes. When you’re nitpicking on the second resume you see because a tab isn’t perfect, let’s just hope your company has some room for failure because that hiring process may not be the best place for you.

Besides that, it may not even be their fault. Most of the serious errors that job seekers make in the selection process are the fault of the process itself, not mass incompetence.

Don’t Tick Me Off And You Get The Job

Serious job seeking errors aside, if you think that the idea of eliminating candidates based on petty annoyances is a good practice, you should get out of talent selection immediately. Get over yourself already. I love the funny ways that people in selection like to play God a little bit. “Well, I liked them but they double space after each sentence. I can’t hire a person like that.” Good grief, are you hiring a reporter for the Washington Post?

Job seeker errors that happen repeatedly can almost always be traced back to the company posting the position. For example, I knew an HR guy who thought he was a big shot and thought that everyone that applied should know his name and should be addressing correspondence to him. If they didn’t? Junk.

The problem? His name wasn’t anywhere on the site. You could do some digging and find him but he wasn’t looking for internet researchers. He was looking for people to pick up the phone and be helpful. If he was so caught up in his name being brought up, why didn’t he list it on the site? More importantly, why was he constantly trying to hire people even though his area kept tightening their budget?

The major issues and the things that repeated themselves were actions within the control of the company but took no steps to alieviate or fix the issue. That’s a shift in responsibility, right?

Do You Want The Best People Or Just Survivors?

We are currently in an interview era where people no longer nail interviews, they just end up surviving all of the rounds until they are the last one standing. It is like watching the worst reality show ever*. Keep your answers bland, don’t upset the 15 interviewers and you can pass on to the next level. If you think candidate selection is about hiring interview process survivors, it is going to be a frustrating ride for you.

Your process should be built around how you can figure out if a person will thrive in the position you are hiring them for. By the way, about those positions? Usually they don’t involve getting grilled by her office co-workers for an hour and a half at a time. If you are hiring a marketing person, get them in the room with the marketing team and have them work on a problem for an hour or so and see how they interact. If you are hiring a programmer, get them with the IT group and start pouring through code that needs improvement. If you are hiring a mechanic, start going through blueprints and looking at disassembled machinery.

Our selection process is mired in tradition for tradition’s sake. Let’s get over it and figure out a better way to pick the people who will help our companies move forward.

* Actually, I take that back. Temptation Island? That may have been the worst.

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How Having A Blog Landed Me A New Job

If you’re a blogger, you know the feeling. You just sat down at your computer and you are a paragraph into a blog post when it suddenly hits you: apathy. “Why am I doing this?” you ask yourself. It may be the worst paying job in the world (most people do it for free or nearly free) and you question the real value of the people you end up making connections with. It can be a lonely existence if you make it that way and the blog is the ultimate one person company. If you don’t make it move, no one else will.

If you’re not a blogger and you’ve wondered why we do what we do, you’re not alone. My wife was in the same boat. She could often be found telling me to go to bed, to not spend as much time on it and thought it may be a nice hobby but that’s it. She was supportive of my “hobby” but we didn’t agree on the value of it.

What’s The Value Of Blogging?

The real value of blogging isn’t the content I create. That is nice and that gets my foot in the door. The real value are the connections I make and the things I learn and apply to make myself better.

We talk about what a game changer social networking and social media is all of the time. The only real game changer is where the conversations are happening and what limitations there are on who you can connect with. The principles that people use to get ahead are the same now as they have been for the last half century (if not longer). Sharing good ideas, helping people around you succeed, being a decent person and doing what you say you’ll do? That still works in social media and its impact is bigger than ever because the amount of people you can connect with is… well… a lot.

What Happened? How Did You Get A Job?

After my employment ended with my last company, I reached out to my network (both the one I built here locally and the one I built through blogging and other social media stuffs). I posted on my blog. I posted on Twitter. So did a ton of other people. I was flattered, humbled and feeling a little bit egotistical about the attention. What can I say, I am human! The conflicts of emotion were interesting.

I received many e-mails from people saying that if I was open for relocation, there would be several positions open. My wife and I talked about it already and we weren’t willing to leave Portland so those options were off the table.

Last week, I received a message from someone that wanted to talk about how I could work with their company. They were going to be launching a big time product upgrade and they were targeting the niche I have been working in for the past six years (HR pros). They commented on my blog in January (this is why longevity counts) and saw the overwhelming response after I was back on the market.

We talked by phone and sent e-mails back and forth (none of those e-mails or conversations included a resume or application or formal interview questions). It was truly a conversation. After we hammered out some details, I agreed to start immediately.

What About The Company? What Will You Do?

The company is MeritBuilder. I will help them reach out to you HR/Corporate types in a variety of ways.

So what does that mean, right? In the next couple of weeks I’ll be talking more about my role especially as we look to re-launch the platform in mid-August. What I will tell you is that this blog will not change. Maybe a few more posts but the tone and the content is going to be the same. They were adamant on that. Insistent even. They get it and that’s what made it so easy.

So If I Start A Blog, I Will Get A Job?

Not exactly. Especially if you plan on starting one when you start a job search.

Sure, you might strike on something and see success. But more likely, you’re going to be turning your wheels and getting frustrated. It will be disheartening in most cases.

If you think of blogging like you do networking, you need to start a blog, contribute and become a part of the community before you can leverage it to help you find a great job (either by your choice or the company’s).

I will say that after the thousands of hours I’ve spent blogging, when I told my wife this story, she felt a little bit differently about this whole blogging business.

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Love Helping People? Don’t Go Into HR

Like many HR bloggers, I field several questions a month about how to get started in HR. When I hear that their primary reason for considering entry into the field is that they really love working with and helping people, I almost universally tell them to reconsider HR as a profession. Look, I love the passion and optimism of people that truly love helping people that enter HR. Soon enough though, they figure out their talents can be better used in other fields.

Let’s get something straight: you definitely have to have empathy for people in this position and enjoy the challenges of working with different people in difficult situations. When you are laying off people with families, bills and good company loyalty, I don’t think you can react any other way. When you are helping a person figure out their payouts and beneficiaries for their life insurance because they have terminal cancer, you have to have the right personality and mindset going into the situation. When you are dealing with some of the more sensitive employee relations areas (discrimination, harassment, etc…), having the right approach can be the difference between success and failure.

I don’t know if “Fuzzy Wuzzy HR” (you know, all of the team building, cry on my shoulder, let’s hold hands and sing kum-ba-ya HR philosophies) was ever very successful but it certainly is going the way of the dinosaurs now. Businesses want savvy, business smart HR people that can also relate to the human side of our profession while still keeping the business solvent. It is a balancing act but businesses are demanding that more emphasis be placed on the business end of things.

The problem? People that love helping people (but are less skilled in other areas of HR) are being pushed out of the profession. What businesses are deciding is that you get a person who may be more skilled in HR but less skilled on the people side and perhaps you can prevent some of the instances where you actually need that super high emotional IQ person. If you can avoid layoffs due to better planning or you can offer better training to managers because you have higher skilled HR people, you can feel better about dropping the people person.

Of course, that doesn’t mean that having a high emotional IQ precludes you from having great HR analytic and leadership skills. In fact, the best HR people I know are strong in all of those areas. But I know that many of those people wouldn’t necessarily say their people skills are the biggest part as to why they are successful.

For people who are considering HR and love helping people, learn about HR and see if anything else intrigues you about the profession. If you are coming up short on that analysis, there are a lot of other ways you can help people in corporate America or elsewhere.

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Exit Interviews Are Band Aids On Broken Legs

So let’s say you’re working for a company with turnover problems (i.e. losing your best people to competitors) and management comes to Human Resources to figure out why people are leaving. What far too many HR people will suggest is that the organization should use an exit interview to get the information and report on a quarterly basis. Some will even pretend it helps their business chops because they get to report numbers on spreadsheets and create pretty graphs.

Let’s not fool ourselves: the best case scenario is your exit interview actually provides new information because your company management is inept at figuring out what should already be known. That’s the best case scenario!

Acing The Exit Interview

You know what most books and websites say about doing well in an exit interview as the departing employee? Don’t say anything negative. And you know what I say to that? It is absolutely correct. Negative information can get back to the manager (no matter what the HR person promises you). In fact, unless you are leaving a department with a ton of turnover, I would guarantee that anything specifically negative mentioned gets back to the original manager.

Now this may not mean you burned a bridge there. If they are a good manager, they would take any negative feedback and try to improve. But remember back to why I said you were doing the exit interview? Company management is trying to compensate because they can’t figure out the basics (like why employees are leaving). So maybe, just maybe, we’re talking about the type of manager that won’t take your feedback in the best way possible.

Prevention Just Sounds Good

So when exit interviews fail to accomplish their goal (or they do manage to accomplish their goal only to be left with no solution), some in HR will talk about taking preventative steps in order to stop the mass exodus from your organization. They’ll take what little information they got and try to do something with it. Most likely this will include some combination of succession planning, compensation/benefits analysis and adjustment, new training and development programs, and/or adding some new type of benefit program (tuition reimbursement is a common one).

The real problem is twofold. The first one is that it will take forever to get any of these changes approved and that fact alone won’t be communicated with current employees. So if you are actually working on something that you know is a problem and it will take six months or a year, people should at least know that you’re aware of it. The other problem is that management training is rarely a part of the solution because it is rarely mentioned as a problem.

Here’s a clue by four: nobody (and I mean NOBODY) is leaving your organization because of a tuition reimbursement plan. Yes, that is a good benefit that you can offer but it isn’t a make or break deal buster. And it is something you can fix with more money if it really is an issue.

The Real Solution

You need real managers. Ones that know their employees well, that have open lines of communication, that have some basic investigation and analytical skills, and don’t need an exit interview to be told why people are leaving. I’m not even talking about leadership here. These should be basic skills that we can equip any manager with. If we aren’t talking about that, we’re not talking about any realistic, long term solution.

All of those other things are band aids. Yes, your compensation should be adjusted if it is out of whack. Yes, your benefits should be adjusted if they are a problem. But making those adjustments means nothing if you do not have competent managers who are properly equipped with the skills necessary to understand your workforce’s critical needs. If you had that, why would you need an exit interview?

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The Only Authority That Matters Are Results

“Unthinking Respect for Authority is the Greatest Enemy of Truth” — Albert Einstein

What’s fun about having your own blog is that you can juxtapose a topic like bucking authority with a quote from an authority on bucking authority. Quotes, of course, are an indicator of authority. So if Albert Einstein says we shouldn’t unquestionably respect authority, I agree with him. Wait…

I could spend the rest of the time talking about how great Gen Y is because we’ve figured that out but that would be completely untrue. Generalizations about other generation’s relative success or failures in this light would be untrue as well. The fact is every generation deals with figuring out how to respect authority properly while still making smart decisions. More importantly, individuals still make poor decisions. It is the reason why you see “Stripping Grandmas Go Wild” on The Jerry Springer Show. If experience and authority ultimately bought competency, you shouldn’t see that. We shouldn’t see it anyway bit that’s really beside the point.

Now I am trying to get that image out of my head.

We’ve seen this in history before too. Citizens become blindingly loyal to a particular political leader for a variety of reasons but some do this simply because the leader is the leader. That’s not a good enough reason. We should be looking at results. We should be looking at how they handled challenges. We should be looking at what they do not what they say.

It happens all of the time with authority.

“He’s been in accounting for 25 years. I am sure he is right.”

“She’s the president of the company. We need to support it.”

“He’s saved three companies before ours. We should take his recs.”

It is a total cop out. Instead of reasoning, instead of explaining, you simply say this person knows what they are doing because they are an authority. And people in authority eat that up, especially when they aren’t confident in their own abilities. They don’t need your pesky challenges.

Of course, great leaders know that results today are infinitely more important than results yesterday. They don’t need someone defending their years of experience. They understand that the plan is bigger than the man (or woman). If the plan works, then your age doesn’t matter. If the plan fails, then your age doesn’t matter. Depending on the results, someone might say your age explains why you succeeded or failed but that’s really an after-thought.

When I see older folks relying more on their years of experience than monitoring and improving results or younger folks relying on their ability to generate new ideas without concern for results, I see two groups of people that simply don’t get it. If they find success, it will be in spite of themselves.

That’s why I am leery of authority that is built on years of experience rather than results. It is also the reason why I don’t write everything that comes to my mind (or I am careful about how I present it). If I am just throwing an idea out there, that’s one thing but if I am going to make a recommendation, it is going to be based on results. And I wouldn’t buy any authority that doesn’t rely on the same standards.

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Five Steps To Better Employee Communications

I have always been one of those guys who sees the world in non-exact, change filled, and nebulous ways. I am hesitant to say I am a big picture thinker because everyone loves to say that they are a big picture thinker (while, of course, still being great with details). That’s always a load of crap though. I don’t think I am the best big picture or details guy, I just think I deal with change and uncertainty better because that’s what the world is to me.

Then there’s my wife. She has a very scientific view of the world and there will be order in the world. She wants to explain everything to me and she expects me to do the same. And while I am a trivia buff, I don’t always know why things work the way they do. I can tell it is a source of frustration at times. I know the answer but not the explanation behind it.

After three and a half years of marriage, I’ve learned to either explain the why or help her research it more herself. Simply leaving the answer to her question out there without further explanation is madening.

What I’ve found in communicating to employees that there are the same expectations. Some deal better with change than others. Some just want to know what the change is and they’ll move on. Some want explanations and justifications (and they still might not be satisfied). And whenever you communicate something new, you have to meet the needs of all these people in an easy to read communication. A couple of simple ways I’ve done this:

  1. Write like a newspaper story. If you have read a lot of newspapers like I have, you know the basic format: a concise title, the most pertinent information in the first few lines and the details to follow. I can’t tell you the number of times that I’ve seen an employee communication start with an explanation and justification before delivering the news.
  2. Simplify everything. Don’t use $64 words. Don’t use corporate speak. Imagine you have an employee that just started and was reading the comunication that you send out and format it appropriately. Again, people that are just looking for answers will drop off after they get the information they want so you can use more words to explain if needed to avoid corporate speak.
  3. Don’t lie and don’t spin. I think this is a good idea regardless of what you’re doing but I think it is incredibly important in employee communication. If you are going to spin your way to a positive message or lie about anything, despin and tell the truth or don’t send anything out. Your employees deserve the truth from you and if you can’t deliver that, you shouldn’t deliver a bad message that people assume is true (or worse, they assume it is false because you’ve lied and spun before).
  4. Use a contact person for your employees that question everything. Employees should be clear that they can speak to the contact person if they have any questions. Often times, these are the same people every time that question everything and always have way more questions than everyone else. A contact person can save you from writing a novel for a couple of people that question everything.
  5. Recommunicate when necessary. If your contact person is being bombarded with questions, your communication was probably inadequate. In order to effectively communicate, you have to be committed to sending out more information and admiting your original communication was inadequate. Use the same template as before in your recommunication but address the questions you have received.

While employee communications can be a challenge, using an effective approach can eliminate challenges. And I guess in that way, I do have a scientific way of doing things.

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We Don’t Live In A World Of “Should”

If you haven’t guessed yet, I am a pretty action oriented. Not to abuse my self-imposed limit of one sci-fi reference per year, I subscribe to Yoda’s adage from Star Wars, “Do or do not. There is no try.” This isn’t an “A” for effort world here folks. Winners celebrate. Losers go home. I love my Portland Trail Blazers and I think they tried their heart out to win their playoff series but they didn’t make it happen. Meanwhile, I think the Charlotte New Orleans Hornets mailed it in, content with the fact they weren’t going anywhere against a hungry Denver Nuggets team. The Blazers should have won (logically at least, they were higher seeded and have more talent than the T-Mac depleted Rockets). Hornets should have put up a better fight.

Guess what? They both lost. There may be some moral feeling of satisfaction that you tried hard and failed but let’s not beat around the bush: that doesn’t mean jack in the real world.

Now that I’ve dropped a sci-fi and sports reference in the same paragraph, back to my point. The should’ve, could’ve, would’ve excuses you’re dropping on your HR guy isn’t working. I want to hear what you did, what you said, and what happened. I can make all of the suggestions in the world but if you don’t take them, if you don’t take the should and make it a reality, my suggestions mean nothing.

That’s why struggled so much with my last post about spelling mistakes on resumes. There are three realities that I know:

  1. Many well qualified, detail oriented, fantastic employees have had a resume with typos or spelling mistakes on them.
  2. Many well intentioned HR professionals are so irritated by the fact that there are spelling errors when it is so easy to correct, they routinely disqualify candidates for it.
  3. Both problems are easy to fix but neither party is willing to come to a common ground on the situation.

Now some people can’t come to grips with this reality and that’s fine. People can’t get over the fact that looks may play a role in hiring or promotions so I certainly don’t expect them to get over the fact some excellent employees are awful spellers. And really, berating job seekers over spelling mistakes on their resumes isn’t something I am going to do here. It is just awful. If you don’t understand that everything you bring to the table as a job seeker is up for examination, you aren’t in the game.

My true struggle was that my argument was a question of what we should be doing without doing much to acknowledge the realities of today nor the reality of the difficulty of change. Because yes, many companies aren’t as forgiving of spelling mistakes as I am. And yes, it is going to take a lot of work to change the perception that attention to spelling on a resume doesn’t always translate to on the job performance (no matter how much some would like to be able to do that across the board).

That being said, I don’t suggest things to my managers, my peers, or people that read this blog that I haven’t tried or I haven’t been involved with on a very close level. This isn’t Doctor Frankenstein’s laboratory. I am not trying stuff out in my own fun social experiment. I think some people that blog in this space do that too much. My “should” posts are a collection of things I’ve tried and I think you should too.

Talk is cheap. Let’s do something.