Survivor Island Part 2

Last week I posted on the bias against job seekers who have had three or more jobs in the past ten years. Just to be clear, I am talking about competent, highly skilled professionals who have been caught up in situations beyond their control. So, how does one overcome this bias? Biases are difficult to bridge, yet people with a string of short tenures do eventually find employment. What are these people doing? They must have found a viable way for to reconnect.

I circled back to Bill to explore the issue further. To get into the mood of our conversation, we compared notes on the “too many Jobs” bias, especially in the restaurant industry. He asked the rhetorical question, “what are they afraid of?” The turmoil created by industry leaders to remain competitive has created an entire cadre of otherwise solid performers with a string of short tenures. It is what it is. It isn’t even a question of loyalty to the employees; it is about survival. He told me of a Senior Level HR Executive, who admonished him for making poor employment choices. I found that incredible given the fact that there are no safe harbors anymore. Companies that appear to be stable are not risk-free. Furthermore, if the choice is to take a job with a risky brand or face personal bankruptcy, the decision is clear. I wonder if some Executives are living in a bubble, or just in denial.

After that bit of venting, I asked Bill how he was able to keep finding new situations, in the face of this bias. Obviously, the issue is not insurmountable. He told me that most recently he had been hired by people he had worked with before or by referrals who knew his work. No surprise to me. People who know your value are in the best position to present your case. This is networking 101. Build your team, and get them working on your behalf. It is not necessarily easy to do, and it does take some time, but referrals from people who know you can be powerful. It must be your primary strategy if you find yourself in this situation.

Additionally, he said that it is wise to address the issue proactively. Incorporate reasons for job changes on your resume, job by job. Be fluid, not defensive. Present your job history as a matter of fact. Be prepared to explain the situations in a straightforward, compelling way. Practice your verbal presentation so that it is natural and believable.

The other strategy Bill is using is to take on project work, and consulting assignments. This strategy is another viable way to reconnect which I have often recommended. The employer has an opportunity to assess the quality of your work, and overall fit with the organization without making a hiring commitment. If it works out, and there is a need, you will be well positioned to get the job. It works both ways, of course, as you can evaluate the employer against your requirements. It is the classic “try before your buy” opportunity.  I suggested that Bill write articles relevant to his occupation that might be picked up in trade magazines, or start a blog. This strategy could increase his exposure and further position him as an expert in his field.

The “too many jobs” bias is not insurmountable and not necessarily even a wall. It exists, but it doesn’t seem to be widespread. The most useful tactic to overcome the bias is to engage your network. That is the key! Once the hiring manager can get to know you on a personal level, it is much easier to overcome his biases and objections.

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Jim Weber, President 
New Century Dynamics Executive Search 

Survivor Island

Wednesday I introduced my colleague to Bill, a CMO-type I have known for more than 15 years.  Last year he lost his job along with the entire executive team,  made redundant by a merger.  Since that time he has been consulting,  while looking for another full-time situation.    The purpose of our meeting was to discuss how he might fit into situations where we need marketing talent.  It was a good meeting that lasted over ninety minutes.  My colleague and I agreed that we should be able to find a place for him. 
After the meeting, my colleague said;when I was head of HR I would never have talked to him due to the number of jobs he has held in the last ten years.”  My colleague did not see the irony of his comment.  At a time when everyone is aware of the tumult facing businesses, and the documented decline in average tenures, especially for C-level executives, this bias is a major disconnect with reality.  His line of thinking is hardly new to me, in fact, I hear similar comments from clients every day.  It reminds me of the Survivor Island television show.  I admit, I did watch most of the first season, but one season was my limit.  I was amazed at how closely the show reflected the reality of Corporate America.  It was not long before alliances formed and people were voted off the island because they posed a threat.   As much as we would like to believe that meritocracy rules the corporate world, political skills become more important as one progresses in responsibility.  Now, don’t misunderstand, political skills are not a bad thing, quite the contrary, they are necessary to getting things done in the real world.  Political skills left unchecked, however, can have a dark side. 
In this most recent recession, many companies have restructured their Profit and Loss Statements by terminating highly-compensated senior executives, replacing them with less expensive, younger managers.  In some industry segments, the competition is so fierce that C-level tenures are lower than average.  CMOs in particular, have experienced much shorter tenures.  The need for immediate results is driving that turnover.  Revitalizing a brand or gaining a competitive advantage takes time, so much of the recent CMO turnover seem questionable. 
I have posted on the issue of acquisition related turnover.  Financial buyers usually don’t engage in mass terminations of executive teams, at least not at first.  The CEO may or may not leave the acquired company, depending on the reason for the transaction. However, the CFO is usually replaced.   The CFO is in a critical position which requires the complete trust of the owners, without conflict from prior relationships.  As such the financial buyer will assign “their” CFO.  In these situations, the CFO is terminated for reasons beyond her control unrelated to performance. Why would a hiring manager hold this against her?  When a new CEO joins the acquired company, he will understandably want to build his team, creating more turnover.  In the case of a strategic buyer, the entire senior staff may be redundant.  Unless they were responsible for diminishing the value of the brand, their termination wasn’t due to poor performance.  
Job seekers understand that short-tenured jobs work against them, even if those situations were beyond their control.  Everyone that comes to me looking to find a new job is looking for long-term, productive employment.  They are not looking for short-term situations, but today, all jobs carry risk.  
The reasons for short tenures is not so black and white anymore.  To discount the value of these people seems unwise.  As the labor market continues to tighten, attracting candidates who are currently employed, will become more expensive.  That should give hiring managers something to ponder when evaluating prospective new hires.  It may just require a little more background work for the hiring manager to become comfortable with these folks. 
Thank you for visiting my blog. 
I hope you enjoyed my point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list. 
Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so, please leave a comment. 
  
Jim Weber, President 
New Century Dynamics Executive Search