11 Ways To Ruin Your Chances Of Getting A Job

It’s no secret that working with a headhunter or recruiter can be an effective way to advance your career.

Headhunters often have access to jobs that are not advertised elsewhere and can speed up the hiring process between an employer and potential candidate.

The trick, however, is understanding how a headhunter operates.

As a HR, it is always surprising to me that even senior level job seekers often don't know that ‘headhunters’ work for the companies, not the candidates.

Clients sometimes say: ‘I'll just contact a headhunter who will get me a job.’ Headhunters aren't career counselors...they're motivated by earning the commission.”

To find out how to increase your chances of landing a job through a headhunter, we spoke with several executive recruiters and career coaches to get the low-down on the errors job seekers make.

Holding back information can make you look sneaky.

It’s important to be as honest as possible with your recruiter about your career, preferences and anything else that could affect your job search.

Job seekers sometimes fail to tell their recruiter when their company, position, or compensation preferences change. Second, job seekers hurt themselves by not telling recruiters about personal obligations and other things that might interfere with their job searches.

Bring these things up at the last minute, and they can be a deal-breaker. Why? Changing the game at the last second with a hiring company makes you look sneaky or complicated for no reason at all.

Providing a vague description of your accomplishments makes it harder for a headhunter to place you.

Leave out the jargon.

Show specific and measurable results.

Don't make me as the listener/recruiter/prospective employer have to translate what you're saying into how it will benefit me or fill my needs. Talk to me in terms of my needs and what you will do for me.

Don’t assume that a headhunter will do all the work for you.

The biggest misconception a job seeker makes is that they assume because a headhunter agrees to meet them, that headhunter will find them a job. 

And then, job seekers tend to put all of their eggs in a headhunter’s basket. Unfortunately if the companies that headhunter works with don’t pick up on their resume; it’s out of headhunter hands.

A headhunter's job is to find the right candidate for the client (company) who hired the recruitment services - not to find a job to every single job seeker who contacts the recruiting firm.

Not tailoring your resume to a specific job tells a recruiter that you are either lazy or the wrong candidate for the position.

Whether you’re using a headhunter or applying directly through a company’s website, gear your resume towards the position.

There is nothing wrong with having different versions of your resume as long as everything you list is truthful. If you are applying for a position that requires event planning experience, then be sure to include all information that’s relatable. 

A job summary should consist of 4-5 sentences on what you can bring to the table.

Don’t waste time by applying for jobs that you are not qualified for.

Be realistic about the jobs that you apply for.

Don’t apply for jobs that you want or think you can get (when you know you can’t) … rather apply for jobs that you are qualified for.

A poor online reputation will torpedo your chances of getting a phone call from a headhunter.

Recruiters don’t work for you, they work for the employer. When they submit a candidate they are putting their reputations on the line. They are risk adverse, so make their lives as easy as possible so that that don’t consider you to be a risk in any way, shape or form.

Remember to monitor your online presence on networking sites such as Facebook and by simply Googling your name. Another way to keep track of what shows up about you online is to create a Google Alert for your first and last name.

The best time to contact a headhunter is when you are employed.

Headhunters don’t typically work with job candidates that are unemployed.

Companies don’t pay them big money to present workers that aren’t gainfully employed. In this market there are many good workers on the sidelines, yet companies still want to see candidates that are gainfully employed and on the 'top of their game.' This is why we tell workers to never quit their job until they have a new one."

These days, you never know if your job could disappear tomorrow, Anticipate the problem before it happens by networking and responding to headhunters, even when you're happy with your current job.

It is not a headhunter's responsibility to tell you what you're good at.

The biggest mistake most job hunters make when they approach a headhunter is not knowing what job they want.

It's not a headhunter's responsibility to tell you what they think you might be good at -- that's the job of a career counselor. The headhunter's job is to find that opportunity. When the job hunter says that they are 'open to new opportunities' a headhunter hears, 'I'm clueless.’”, “They’ll ask you to 'send  a résumé and you'll never hear back from them."

Not revealing your compensation requirements or being inflexible is a huge turn-off.

Headhunter typically ask for this [a job seeker's required compensation] in the first or second phone call and it is usually to make sure that the candidate and the position in question are in the same ballpark,

"If not, there is no sense in wasting anyone's time so it is best to make this as clear as possible early on. It is usually the least-experienced candidates who resist this."

“More companies now prefer to try an employee out as a contractor, with the possibility of hiring them full-time.” Job seekers should be open to various forms of compensation.

Not personalizing your cover letter practically guarantees your letter will be recycled.

They get hundreds of cover letters every day and they are more likely to respond to a personalized cover letter addressed to them, also make sure you have the correct spelling and gender of the person to whom you are writing.

"If you can’t do some research to market yourself as a candidate, why would they think you would take the initiative for the client?”

Don't harass the recruiter.

Following up with a thank you note or email to remind the recruiter of your skills is appreciated.

What is not appreciated are numerous phone calls or emails requesting an update on your status.

Being assertive is a good thing, but be careful of coming across as desperate.

"Even if you're unemployed, the secret to getting a job is acting as if you don't need one."

When a Milker Leaves I lose one Cow

"When a milker leaves I lose one cow"

Recruiting the right employees is easy. But the challenge is to
motivate and retain them. Retaining the right employees in the right
place is the secret of any organisation's success.

Usually the employees are loyal to their organisations. But they
become unhappy job-hoppers when they feel that they are not valued
and not given enough challenges and opportunities.

It is true that everyone is looking for better prospects and the
present organisation is often only a pole-vault to jump into better
pastures. The CEO to the frontline executive, all are waiting for
the right opportunity to migrate.

Employee turnover is costly and it makes the organisations less
efficient and productive. If we want to retain the top performers we
need to know why people leave. The reasons for leaving may be many.

1. Lack of opportunities and challenges

For many young and bright employees of today money is not a concern.
They are looking for more than compensation packages and benefits.
They want challenges and job satisfaction. If you want to retain
them, offer them not money but challenges and risks. They thrive in
challenges and love risks. They look for job satisfaction and
contentment in their work. Job satisfaction comes out of their
relationship with the management; it's the effect of good work
environment and is the fruit of their commitment to a vision.

2. Lack of management support

One of the main reasons why people quit is the lack of support from
the top management. The top management itself is often not aware of
what is going on and not sure of what decisions to be taken. The
victims of their poor communication and management are always those
at the bottom. The only thing they communicate well is to tell the
employees that they are responsible for every failure. If you want
your employees to be loyal to you, support them when they need you.
Be visibly present by their side in their struggles and appreciate
their victories.

3. Lack of monetary rewards

For many people today telling, "I don't care about money but I need
challenges" is a fashion. Most of the employees are there with you
because of the rewards you give. When they feel that they are paid
less than what they deserve, when they feel that you are not
faithful to your promise to increase their package, when they feel
that you don't reward hard work and commitment its time for them to
bid you bye. Better compensation and benefits will always keep them
by your side.

4. Lack of career development possibilities

No one likes to be in the same place for long. People long for new
experiences, changes and growth. Once they know that their present
organisation doesn't provide them opportunities for their career,
personal and professional growth they feel suffocated in that rigid
system. In such a dissatisfied atmosphere they long for liberation
and when the right opportunity comes they pack up and leave you.

5. Lack of visionary mangers

The supervisors are one main reason why many employees leave.
Supervisors and mangers are often shortsighted and fail to place the
right employee in the right place. They make a highly talented
person become a failure and the employee alone is made accountable
for the losses. The management should consist of visionary people
who are able to assess the potentials and strengths of the employees
and give them the right opportunities and right challenges where
they can excel. It must create a positive work environment where
people are rewarded and recognized, where free and open
communications exist and where people feel excited and thrilled to
work.

6. Lack of friendly atmosphere

Often our workplace is so boring with so many serious people around.
The workplace should be a home where people smile, relax and enjoy
working. Every morning the person should long to come to work.
Friendly and homely place is a must if you want to retain your
staff. The management is so much caught up in the web of profit and
revenues that it looks at people only as a means to higher profits
and forgets to look at them as persons. Listen to the employees,
respect them and make work fun for them if you want them. Provide an
employee-friendly environment where they can participate in
decisions making, execution and evaluation.

7. Lack of freedom

If the employee can't express his ideas and thoughts freely in the
organisation he won't last there. We must create an atmosphere where
people feel free to contribute their ideas, criticize the existing
systems and try out alternatives to make their work more productive
and satisfying. There should be freedom for him to use his talents
and skills. There should be freedom to make mistakes.

We need to invest in building up retention if we want our
organisations to be successful. Recently I read about a dairy
manager who said: "Every time a milker leaves I lose about one cow."

We have recruited the best talents; now it's our duty to motivate
and retain them for the health and success of our organisations.

Communications at Work

Today, most of your clients, colleagues and stakeholders are just a phone call or email away -- technology has made communication that simple. However, while tools like telephones and computers score high on convenience and speed, they lack the warmth and emotion that face-to-face communication provides.

Appreciating colleagues

In the words of Helen Keller, 'We are all walking with a signboard on our forehead which reads -- 'Appreciate me'.' It seems we have replaced the pat on the back with 'Thank you' and 'Good job' emails. But there is nothing that motivates someone more than seeing their boss walk up to them and appreciate them in front of everyone.

Go to your colleague's cubicle and congratulate them on the great report they sent or the presentation they made recently. I remember one of my ex-bosses who used to call us team members to his cabin just to say 'thanks' and pat our backs. The team immediately took a liking to him as most people expect a warning or feedback when the boss invites them to their cabin.

"It's difficult to build rapport over an email; I would feel much better if my boss appreciates me in person," says Ashok Krishnan, a CA with Nestle.

Criticising or providing feedback

When you provide feedback over an email or a phone call, the receiver may have a completely different perception about its relevance. This effect is amplified when you are not communicating face-to-face. The reader or listener may think you are cold and indifferent and that's why you avoided meeting them in person to discuss the issue. A face-to-face meeting gives you the opportunity to put your point across, while being sensitive and diplomatic at the same time.

"I have noticed that colleagues often use emails to avoid confronting the real issue. If someone fails to meet their target, I would prefer they tell me in person than offer an explanation over email," says Vidhanshu Bansal, a director with Pixel Webtech.

Assigning new responsibility
There is a great risk of the message getting diluted when a responsibility gets delegated through email or a phone call. Don't be surprised if your team does not show a sense of ownership or complete tasks on time if you are not communicating face-to-face. Nonverbal communication, such as tone of voice, facial gestures and eye contact help individuals understand the importance of a task and the need to complete it on time.

"We rely on conference calls, video conferencing and online meetings but, from my experience, there's nothing more impactful than meeting the team in person," says Delhi-based Ashu Gosh, a manager with Aviar IT Consulting.

Damage control with clients

If you haven't provided the product or service the client expected, you are putting your relationship with the client at stake. An apology mail would not suffice in a sensitive issue like this. Go to the client's office, if possible, without them having to call you for an explanation, and reassure them that the confidence they demonstrated when they gave you business was not misplaced. Your client would be pleasantly surprised that you took the time to come and meet them, especially when things went wrong.

"I used to interact on almost a daily basis with a client over emails without ever figuring out whether the person was male or female. When a report I was supposed to send got delayed, I made a rude comment about a female colleague which offended the client who happened to be a lady herself," says Deepak M.L, a manager with Convergys.

Resolving conflicts

Workplace conflicts are common in most organisations. The lack of interpersonal communication only worsens the situation. It's important to remember that 55 per cent of meaning in an interaction comes from facial and body language and 38 per cent comes from vocal inflection. Only seven per cent of an interaction's meaning is derived from the words themselves. So, trying to resolve a conflict over email or a phone call is often a bad idea.

"A colleague complained about another colleague and copied the senior management on the mail. I was surprised to see that mail translating into a flood of mails providing and seeking explanation. The person who sent the original mail was just one floor above the person who was at the receiving end. I had to sit down with both of them in person to resolve the conflict," says Kailasam R, a manager with Lufthansa Airlines.

Your communication style says a lot about you as a professional. In the words of Ralph Waldo Emerson, 'You are always under examination by people around you, awarding or denying you very high prizes when you least think of it.' So leave the comfort of your cubicle and build trustworthy relationships by communicating face to face.

Expectations and HR

Business leaders have different expectations of HR and usually when HR professionals go ahead doing their job they conveniently forget to have any sort of "expectation alignment" discussion with their clients.

If you are a HR professional have you had an explicit discussion about what your client expects of you? Incidentally, have you thought about who exactly is your client? Is it the CEO? The business unit leaders? The middle managers (cranky or otherwise ;-) ? Or all employees?

What happens when you decide you have more than one client? Do you make your priority list explicit?

And what are your expectations of yourself as a HR professional? Where and at what level would you like to contribute to your organization and to your profession? How does that sync or clash with your business's expectations from you?

For some people having the big expectations explicit is important, but for others it can even be distracting when a context does not exist for it in the immediate time frame. For a person like me, the large expectations are important to know. However, I know of people who say "Damn, don't give me the philosophy, just tell me what you want from me this week and next week"

These are different modes of engagement between two parties, specially when one is providing professional services to the other. Someone like Peter Block, calls it the "engagement dance" in the "contracting" phase.

What professionals (whether "internal" or "external") often forget is that when the contracting is for a specific activity, you have to keep going back to the client and re-engaging again in subsequent contracting phases. However, when you have "contracted" on overall expectations, the smaller activities do not need constant renegotiations.

So my advice to HR professionals and business leaders is to make as much of the expectations explicit as possible. Some expectations might be embarrassing to share ("I want you to give me great service, so that I can showcase it and get a promotion") but putting as much as possible on the table makes the relationship easier.

Dress For Interview

While the college campus may be the perfect forum in which to exhibit your flair for the latest in fashion style, the interview is not the place to do so. With very few unusual exceptions, sandals and sweatshirts are out. Oxfords and business suits are still in. A necktie is still a fact of life in interviewing. Even though many companies have relaxed the internal company dress code, interviews still follow the conservative standard. Don't buck the trend.

Unfortunately, most college grads are woefully underprepared with proper interview dress. They feel they can "get by" with what is already in their wardrobe. Usually not. Dress for the world outside college is quite different from the campus scene. Remember that stylish is not conservative. You should be doing the talking, not your clothes.

This is not to say that you need to go out and buy a whole new wardrobe. Go for quality over quantity. One or two well-chosen business suits will serve you all the way to the first day on the job and beyond. Then, when you are making some money (and have a chance to see what the standard "uniform" is for the company), you can begin to round out your wardrobe. For now, no one will fault you for wearing the same sharp outfit each time you interview. If you desire some variety within a limited budget, you might consider varying your shirt/blouse/tie/accessories as a simple way to change your look without breaking your wallet.

For those of you who need a quick review of the basics, follow these guidelines for successful interview dress:


Men and Women

• Conservative two-piece business suit (solid dark blue or grey is best)
• Conservative long-sleeved shirt/blouse (white is best, pastel is next best)
• Clean, polished conservative shoes
• Well-groomed hairstyle
• Clean, trimmed fingernails
• Minimal cologne or perfume
• Empty pockets--no bulges or tinkling coins
• No gum, candy or cigarettes
• Light briefcase or portfolio case
• No visible body piercing (nose rings, eyebrow rings, etc.)

Men

• Necktie should be silk with a conservative pattern
• Dark shoes (black lace-ups are best)
• Dark socks (black is best)
• Get a haircut; short hair always fares best in interviews
• No beards (unless you are interviewing for a job as a lumberjack!)
• Mustaches are a possible negative, but if you must, make sure it is neat and trimmed
• No rings other than wedding ring or college ring
• No earrings (if you normally wear one, take it out)

Women

• Always wear a suit with a jacket; no dresses
• Shoes with conservative heels
• Conservative hosiery at or near skin color (and no runs!)
• No purses, small or large; carry a briefcase instead
• If you wear nail polish (not required), use clear or a conservative color
• Minimal use of makeup (it should not be too noticeable)
• No more than one ring on each hand
• One set of earrings only

If you are still not sure how to dress for the interview, call them and ask! That's right--call the employer. But this is one time when you do not want to call the Hiring Manager--instead, ask to be put through to Human Resources and say:

"I have an interview with _____ in the _____ department for a position as an _____. Could you please tell me what would be appropriate dress for this interview?"

Sure, you run the risk of someone in HR thinking you are a social imbecile, but that's a lot better than having the Hiring Manager distracted by inappropriate interview dress.

While many work environments have shifted to business casual as the work standard, business suits are still the interview standard. When in doubt, it is almost always better to err on the side of conservatism.

One final note on interview dress: while it goes without saying that your interview clothes should be neat and clean, very few interviewees give the same time and attention to their shoes. Shoes? Yes, shoes. I am aware of at least one Corporate Recruiter who forms first impressions based solely (pardon the pun) on shoes. This person does not have a shoe fetish--he subjectively judges that those who pay attention to details like their shoes are also likely to be diligent in their work life. And it is not just that person's opinion. Many have said that you can judge a person by their shoes. You will find that many ex-military officers (many of whom have found their way into management positions in corporate America) are especially aware of a person's shoes. It is not enough to be clean, pressed, and ironed. Make sure your shoes are conservative, clean, and polished.