Four Reasons People Just Don’t Want to Work (for YOU!)

Employer’s are facing a long-overdue reckoning, and like all reckonings, rather than reflect inward, the focus for many has been external. They’re angry at their inability to control events, and blame others for their predicament.

The blame du jour: Lazy people, who don’t want to work…

……for you.

(Never has a prepositional phrase been more important!)

Here’s four reasons why …..

You’re Disinterested and Indifferent

Consider a job applicant who is bored, disinterested, and going-through-the-motions in the interview. Even worse, what if the applicant were rude, curt, or clearly not listening? Would you hire them? Of course not.

Employers are being interviewed by labor, and they’re blowing it because many of your hiring managers simply do not know how to behave in an interview. They’re rude, disinterested, and entitled. As a result, people just don’t want to work for you. Do you blame them?

You Took Too Long

You’re bored, disinterested, and then call me three weeks (three months!) later and say now you’ve decided to hire me, and I need to call you back right away….yeah, right.

The days of “keeping your resume on file…” went out with the Selectric typewriter. It doesn’t work that way. (It really never worked that way.)

A tight labor market is like a tight housing market. Be prepared to act quickly, compromise, and pay over asking. If you can’t do that, stay out of the market until you’re serious about buying.

You Came in Under my Minimum

Too many employers tell you they can pay your asking price but really have no intention of doing so. Similar to the housing market, the idea is that once the applicants’ commit to the hiring process, they will become so “invested” in closing the deal, that they will capitulate on their original ask for compensation.

This is not the market in which to call people’s salary “bluff.”

If I tell you that I’m seeking $45/hr, you drag me through weeks of interviews only to offer me $43/hr (wink), I’m not amused or impressed with your negotiation savvy, I’m pissed.

Result: I ghost you. I tell all my friends what an asshole you are, and (possibly) post a negative Glassdoor review – permanently damaging your brand. All for the bargain price of $2 an hour. Well done.

You’re Too Far Away

If you’re in a business where I can’t work virtually, the time and distance of my commute may make any job – regardless of compensation – difficult to fill. Restaurants in expensive urban areas, or hard-to-get-to resort communities have the additional challenge of the high cost of living making it unlikely any of the help would be housed in the immediate vicinity.

Consider a commute bonus, or other ways to mitigate that expense for your employees. Otherwise, you’re going to be short-staffed, and the staff you do have will be overworked making them much more likely to quit.

Finally…

This labor shortage didn’t just happen – it’s been coming for decades – the perfect storm of Covid, bad corporate behavior, retirement/death, and ubiquitous social media has weakened the stool upon which capitalism has balanced for decades.

Historically, businesses never worried about competing against one another for talent. Now that they must complete, many simply do not know how.

If you’re still clinging to the notion that the tight labor market is about lazy millennials or enhanced unemployment benefits, and any minute we’re going to “go back” to the way it was, you’re flat-out wrong. Our world, has fundamentally changed, and if there’s one thing we know about change is that it never changes back!

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If you enjoyed this article, check out some of my my posts and podcasts on employment, interviewing, and the contingent job market. Thanks for reading!

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Copyright 2021 Pierce/Wharton Research, LLC. All rights reserved. No part of this post shall be reproduced without permission.

Four Ways to Blow your Interview (*for employers)

 Podcast Available on Spotify

I’ve gone on lots of interviews where – at first – I was very excited to be there, but as I watched, listened, asked questions (took and compared notes), that excitement quickly fizzled.

Twenty years ago, there wasn’t much to do about it. There were few jobs and many people who wanted them. It was incumbent upon job seekers to convince employers to hire them; the applicant’s opinion of the job – for the most part – was of little concern. That’s not the case anymore. Now, employers are dealing with both a cultural and economic shift in the global market for talent. For the first time (ever), labor actually has a bit of an advantage in the labor market. The shoe is finally on the other foot: Employers (who used to interview applicants), are now being interviewed by applicants, and a lot of them are blowing the interview!

 Consider the following:

1. What Employers Say…

“This is a tough place to work; you have to have a thick-skin to work here…..”

~What the Applicant Hears…

We foster a culture of disrespect and verbal abuse. Expect to be run over because having an opinion or self-respect will get you fired.

I get the “thick-skin” comment in about 30% of my interviews. This tells me “Bro-House.” Women are subordinate, fart jokes abound, loud voices win, bullying is leadership.

At first I thought thick-skin comments were gender specific (or maybe I seem delicate), but I decided to asked around, and I’m happy to report that guys get the “thick-skin” comment about as often as I do! Whoo-whoo! Hooray for equality! It’s good to know that some companies treat everyone poorly, not just women!

Respect is like air. When there’s enough of it around, no one notices. If there’s a shortage, it’s all you’re gonna think about….

2. What Employers Say…

“I see you’ve changed jobs every couple years. We want someone who will stay….”

~What the Applicant Hears…

This is a dead-end job, and we churn through a lot of people. We’d prefer to hire someone with little ambition who’s happy just to have a paycheck.

Are you ambitious? Do you care about your career and remaining current? Are you interested in learning new skills and growing? Because if you are, this isn’t the place for you.

3. What Employers Say…

“I see you haven’t worked in this <domain>…”

“I noted you don’t have this <credential>…”

“I saw you don’t have this <skill>…”

~What the Applicant Hears…

I’ll need to deal with nit-picky criticism and being dismissed because I’m not good enough. If this employer does make an offer, it will be under market because, well, I’m hardly qualified to work here in the first place! If I’m desperate enough to take the job, I’ll be reminded that I’m less than, and that everyone generously looked passed my woeful credentials.

Note to Interviewers: You went through the trouble to bring someone in for a face-to-face (sometimes in front of a panel). Now, you’re going to call out – one by one – all their perceived shortcomings? Focus on what they can do. You had their resume, you saw their LinkedIn… if they’re not qualified, why did you bring them in?

4. What Employers Say…

“I see that you have some gaps in your employment. For example, in <randomyears>, you only worked for part of the year. What’s that all about….?!?”

~What the Applicant Hears…

I’m more interested in your personal life, and nosing around your health, family, and finances than I am in your work experience, skills, education, and how those qualifications are applicable to the opportunity I have available. Your professional background is less important than my moral approval of you and your life choices.

My father died, I wanted to take some time off. I had a baby, I wanted a more flexible job. I was laid off, I wanted to spend time with my kids and re-think my career. I spent a year designing and building my custom home. I was working on a patent. I had major surgery. My mother has Alzheimer’s, and I needed to care for her…

At best, my personal life is none of your business, at worst you’re seeking to circumvent employment laws that prohibit questions of this nature. An interview is to discuss work – stay on topic…

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For employers: Whenever you are in a position to hire (and pay) someone, it’s natural to feel a little entitled. And while we all seek qualified labor, remember that you’re not the only game in town. If you want the best people, your hubris is counter-productive to building a high-performing team. Your culture needs to be one of partnership, not entitlement.

For applicants: A job is a relationship, and the interview is like a first date. Spend less time thinking about how to impress people and pretending to be someone you’re not, and more time listening and asking thoughtful questions. That way if the position is offered, you and your client/employer can feel confident that you are both making the right decision.

running away

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Copyright 2019 Pierce/Wharton Research, LLC. All rights reserved. No part of this post shall be reproduced without permission.

How to Evaluate Your Boss

People leave managers, not companies. Be sure you hire a good boss. When workers have a good manager, they will often accept lower wages. When people quit, they’re firing you. You can’t put a price on a great boss…..

Nothing I just said is new. But, despite all the well-intentioned talent acquisition and retention initiatives embarked upon by company recruiters, I’ve yet to encounter any organization who routinely surveys a manager’s direct reports for feedback on his/her performance.

The answer as to “Why?” staff don’t evaluate managers ranges from the complex (cultural of hierarchy, management v. labor, men v. women), to the paternalist notion that a job is a “gift” that your corporate “family” gives you and you should be grateful for their kindness (versus the negotiated sale of your labor to a disinterested company who then sells the fruits of that labor to a 3rd party for a tidy profit), to the simplistic — but very real possibility of – retribution. All topics for another day.

Most of us are given a boss; we don’t get to choose one. However, if you find yourself in a position to evaluate your potential manager (or feel the need to leave an anonymous note on someone’s desk), here are ten questions to help focus your review:

True or False

~I know my boss always represents me and my skills in the best light.

~I trust that my boss is a strong advocate for me and my career.

~I believe that my boss is an effective advocate for my team.

~If there are changes or meetings with my client/workgroup, my boss informs me of the nature of the meetings so we can discuss how it might affect me or my work.

~My boss seeks to understand fully my situation or problem before s/he offers advice.

~My boss respects my work and appreciates the role I play within the company.

~My boss seeks my advice or input before making decisions that directly affect my job or affect our clients/customers.

~When I have a problem or situation I cannot handle, I am comfortable seeking advice and mentorship from my boss.

~If I were traveling with my boss, and we were stuck in an airport, s/he would make the time there better and easier.

~If I were in a position to hire my boss, I would.

What do all these questions have in common? Integrity. Respect. Leadership. These aren’t skills, they’re qualities, values. You got ’em, you practice them, or you don’t. Leaders inspire others to follow, they don’t tell people what do do. There’s no such thing as contextual integrity. You don’t get to be a great boss being respectful most of the time……

Whenever I interview with a prospective manager, I always ask, “If I were with your team at a happy hour, what would they say about you?” I’ve gotten answers that range from the hostile to obtuse…few have shown any genuine insight in one’s character, never mind management style. We all know how important a good boss is. Maybe the time has come to finally shift our focus from top down to bottom up?

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Copyright 2018 Pierce/Wharton Research, LLC. All rights reserved. No part of this post shall be reproduced without permission. info@piercewharton.com.

W2 or C2C?

One of the questions I get asked most often from those considering contract work is whether to work as a W2 contractor or should they incorporate so they can bill corp-to-corp (C2C).  The answer is – it depends – and it mostly depends on you.

If you are going to contract long term, or you have a particular expertise that you sell, eventually you will move from working as a W2 Contract Employee to working as an Independent / Incorporated contractor or consultant.  Being independent means that you could be billing on a 1099 basis or you could be incorporated and use your corporation to bill the agent or client corp-to-corp (C2C).  Being independent means you are viewed as a business, which is a separate legal entity from yourself. When you’re independent, you have all the privileges and responsibilities of a business owner. “Responsibilities” is the key word here:  If you choose either 1099 or C2C, you will take home a lot more money than you would as a W2 Employee. But if you are not prepared to handle the responsibilities of being self-employed, mo’ money mo’ problems.

Whether you are a sole proprietor, in a partnership, or a principal of a corporation, if you are deriving “Schedule C” income, you are responsible for obtaining business licenses, paying business taxes, keeping accurate records, maintaining general liability, and other types of insurance.  If you’re working as a vendor, you may need to purchase and maintain your own tools, equipment, prepare your own contracts, invoices, and track your payables and receivables. Some clients will provide you a 1099 form for taxes; some do not. Sometimes they’re accurate; sometimes not.  Regardless, you are responsible for an audit trail of your gross receipts and expenses, maintaining bank records, and insuring you adhere to all applicable laws. You need to be prepared to prove everything if there is a discrepancy, and there will be.

When you are independent or incorporated, you are a vendor. Instead of a job description, you have a statement of work (SOW). The SOW details what you are to accomplish for the client, a time frame for doing so, and what the payment and acceptance criteria are. SOWs can be very general or very specific. Its specificity varies by the complexity of the project and your relationship with the client.

When you are a vendor, the client cannot dictate the means by which you complete your work.  So, if you wanted to assembly your PB&J in a different order in your kitchen that is your prerogative. The client can only accept or reject the work.

Most importantly, if you are billing as an independent or incorporated contractor, you do NOT have the same legal protections as you would as a W2 contractor. You are a vendor, just like the Crystal Geyser guy. If the customer decides to go with Sparkletts, Crystal Geyser doesn’t file for unemployment. If the delivery truck gets stolen, Crystal Geyser doesn’t ask the customer to buy them a new one. Similarly, like the Crystal Geyser vendor, you also have an implied warranty with your service.  If something goes wrong, your service is defective, you drop your Pepsi on someone’s laptop, it’s not a “My bad!” you are financially liable for that expense.  If your work is on the critical path of a project, be sure to talk to an insurance agent and your client to ensure you have the coverage you need.  If you own things – like a house – and want to keep it, you’ll need to incorporate.

You want to run a business?  Make big bucks?  We live in a litigious society. Don’t take chances.

Unlike W2 workers, your client will pay you every 30 days just like they pay all their other vendors. But, what if your client doesn’t pay you in 30 days? What if they pay you every 45 days or 60 days?  Or not at all? How long will you keep working without being paid?  A week?  A month?  Two months? How will you collect if they don’t pay?  What if they claim your work is defective, and they refuse to pay?   Similarly, who pays for your travel expenses? Are you putting them on your credit card and waiting for reimbursement? What if they don’t reimburse you or take months to do so? I’ve worked in big corporate offices my entire life: You’d be amazed how many rich companies don’t pay their bills on time.

If you can’t say no, can’t write a contract, could never see yourself suing someone, or all this sounds just too unpleasant for you, don’t waste time billing as an independent or incorporated contractor. I’ve listened to lots of stories (mostly from women I’m sorry to say) who thought they could handle this kind of relationship, and ended up being taken advantage of by someone who was really, really going to pay them as soon as <crisis> passed.

I can assure you that no one is more unpleasant than someone who owes you money.

When you bill as an independent contractor, you’re running a business. Why are you taking out a cash advance at 24 percent to pay your bills while your client (or worse, agent!) heads out to dinner with a full tank of gas in his BMW?

I can assure you that no one is more unpleasant than someone who owes you money, but when you truly work for yourself, you can’t put up with excuses. Other people’s bills and emergencies and sick kids are NOT your problem. Always track your hours and tasks; always keep copies of your work.  Be prepared to withhold work until you are paid for it.  Be prepared to walk off the job if you’re not paid on time, and be prepared to sue.  If you have a tough time sticking up for yourself, can’t handle people’s anger, or you’re afraid of being “mean,” being independent or incorporated is absolutely not for you.

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Excerpted from: The Temp Job: A Survival Guide for the Contingent Worker. Copyright 2017 Pierce/Wharton Research, LLC.  All rights reserved.  No part of this post shall be reproduced without permission. info@piercewharton.com.

The Vol-en-Told Analyst: Three Things NOT to Do

So, your <checkwriter> has determined you can’t afford an analyst for your technology project.  Instead, they want you to do it. (You? Have they met you?)  After Googling “business analyst,” and “elicit” you realize you’re even more clueless than you thought.  Worse, your PM and development team just asked you what the team should start working on….

I can’t teach you to be me, but I can tell you a few things I definitely would NOT do…..

Don’t Become Immersed in Current State

Resist the temptation to become (another) subject matter expert (SME). Chances are you’ve got lots of people in the weeds.  Ask them about the swamp; do not get in there with them. You’ll learn along the way…

Too often novice analysts (and insecure project managers) focus on mastering (and tirelessly documenting) the current state – as if having a Visio now makes it okay to finally get rid of it!  Business process owners are also guilty of the “let me show you ….” instead of providing an answer to your question. Steer clear!  If not, you’ll find yourself burning week(s) learning and flowing out someone’s job when all you really needed was agreement on a data set for the cloud architect.

Unless current state flows and docs are a specific deliverable in the project’s SOW, don’t waste time documenting system’s past. Focus your efforts on eliciting the information you need from your SMEs to define, build, and document future workflows, future components, future interfaces, the future.

Don’t Be Afraid to Assign Deliverables

One of core responsibilities of the team’s analyst to provide the infrastructure and artifacts needed by the appdev (and devops) team so they can build (and test) software.  That doesn’t mean that the analyst is the only person who has to write stuff down.

Every team has a different division of labor, and each analyst has a different style and approach.  Style notwithstanding, we can all agree that I cannot do a Vulcan mind-meld with the DB architect.  I need a schema and component diagram (regularly updated) regardless of how busy you are. Similarly, business process owners aren’t exempt from writing stuff down, either.  I need a list of the exact data points everyone wants retained.  Another demo of “how I do it now,” isn’t a deliverable.

The beauty of a Waterfall effort is that there are clearly defined inputs and outputs. The Gantt is not forgiving.  It shows everyone in the room if a gate is open/closed, and who/what is keeping that gate from closing.  The beauty (and curse) of Agile is that it’s much more flexible. Things requiring more discussion, bigger decisions, “grooming and refinement” can easily be re-prioritized in favor of backlog items upon which there is violent agreement.  As an analyst, you offer insight and best practice advice, but at the end of the day, deliverables codify key business decisions. I can’t make those for you.

Don’t Forget Whose Side You’re On

Whose side are you on?  The Development Team. Period. Why? Because that’s the team you’re actually a part of, and they’re the people doing the work (for you.)

If you’re new to being an software analyst, you will quickly see that your seat in the development team is to articulate the client/business vision.  That doesn’t mean you’re the client.  Conversely, when you sit in client meetings, your role is to be a relentless advocate for the development team.  But, that doesn’t mean you can make decisions or agreements on their behalf.  Being the “creamy filling in the Oreo,” can be difficult.  Empathy, and helping others to have more of it, is an essential skill.

The reality is that no matter how smart you are and how much you’ve thought about something, you’re going to make a mistake or mis-assumption.  Analyst’s mistakes are built into the code, seen in public – sometimes in really big meetings.  You can’t let your client blame the “stupid developers,” when you know full well your poorly written acceptance criteria was the cause.  If you throw your team under the bus – even once – you will quickly regret your lack of courage.

Final Thoughts

There’s a certain amount of frustration involved in the analyst psyche. You’re usually on a steep learning curve, and time is not endless.  You have to accept ambiguity (sometimes a lot of it) and push forward despite unknowns. Learn to say, “I haven’t gotten there yet,” “That was my mistake,” and “We can do it, but it will take more time and money,” and you’ll be just fine.

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Copyright 2017 Pierce/Wharton Research, LLC.  All rights reserved.  No part of this post shall be reproduced without permission. info@piercewharton.com.

Where are my RFP Responses?

In one of my management classes, a group activity was to prepare a Request for Proposal (RFP). The purpose of the RFP was to hire an event company to create and manage a 300-person company picnic. No other specifications were given — kind of like real life.

The teams set to work creating the RFP. Most assembled a list of basic information for the vendor such as a date, number of people, and budget. A few of the groups had specific requests such as a special theme or specific venue. After a half-hour of discussion, the groups were beginning to disband, all except for Detailed Dina’s group. Detailed Dina was the project manager for her team, and she was not going to be so sloppy.

Keeping her group well past the time allotted, she insisted that the RFP include a questionnaire, which asked for references, sample menus, descriptions of other events done, for whom, when, what was the cost vs. the final budget of these events. What type of picnics had the vendor done before? What kinds of themes? For how many? She also asked for credit and banking references, and a list of their subcontractors. Dina assigned each team member a portion of the RFP, and then offered to assemble the final product herself (so it was up to her quality standards). An hour after everyone else left, Dina was satisfied and exceedingly proud of herself. She demonstrated collaborative leadership, and was a team player by taking on the task of assembling the final RFP. Dina was confident her outstanding RFP would result in a superior picnic.

The RFPs were farmed out to the vendor groups. Among the ten RFPs presented, the teams needed to choose five to meet and three to respond.

After all the presentations and discussion were completed, Detailed Dina’s RFP was not selected. Aghast at the slight, Dina demanded to know why no one selected her event. The answer was simple. There were other clients, and her application was too much. Said one team, “I know it’s a game, but it was just so ridiculous….” The instructor tried to mix it up bit. Everyone knew that Detailed Dina has no interested vendors; therefore, whomever bid on her contract was guaranteed to win the business. Wouldn’t that be easier than competing against so many others? Would any team trade creating three proposals for her one?

Lesson #1

First, Detailed Dina made an amateur mistake: She refused to scale. It’s a picnic, not a shuttle launch. Dina was so fixated on her emotional need for data because she felt that more data would help her to secure a quality vendor. Unfortunately, this project wasn’t about data, it was about teamwork and goals. Dina lost sight of the goal, which was to form a relationship with a vendor (which she failed to do), and then manage the relationship (which she was unable to do), for the company’s benefit (which never happened).

This project wasn’t about data; it was about teamwork and goals.

And, while Dina was adamant that she had a far superior RFP, and was friendly and collaborative with her team, no one could argue that if this were real life, her leadership was a failure. Bottom line: They needed a team to do this event, and she was unable to assemble a team.

Lesson #2

This story is also illustrates the shift in the American labor market. You’re hiring a <jobtitle> to do <somethingforyou>, you’re not marrying the guy! Because Dina was in a position to choose and pay the vendor, her attitude was one of entitlement. They needed to “prove” themselves to her.

Your hubris is counter-productive to building a team

And, while we all seek qualified vendors (and it’s natural to feel a little entitled when you’re writing the checks), remember that you’re not the person actually doing the work. If you’re an employer, your attitude needs to be one of partnership, not entitlement. You’re hiring someone because you CANNOT do the work yourself. Your hubris is counter-productive to building a team.

The Conclusion

Dina was surprised by the silence that followed the easy offer of her business.

Dina immediately offered explanations of the rationale behind the formulation of her RFP. The teams quietly discussed the trade-offs of a relationship with Detailed Dina. With fewer clients it could be less work – initially – but since this was a “fixed-price” bid, what was the risk that Detailed Dina would be a difficult client who needed lots of attention, extras or changes? How would that effect the time they spent on this class project?

I think we all know what happened here.

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Excerpted from: The Temp Job: A Survival Guide for the Contingent Worker. Copyright 2017 Pierce/Wharton Research, LLC.  All rights reserved.  No part of this post shall be reproduced without permission. info@piercewharton.com.

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