Hot answers tagged

463

Why didn't they say you didn't have enough experience earlier in the process? Because it isn't true. You had enough experience going in, but you didn't get the job. Now they need to give you a reason why they chose the successful candidate and not you, and that candidate has more experience than you. So now, compared to the successful candidate, you don't ...


277

A really important interview question you should ask is something like this: You are a lot more qualified than is required. Why did you apply to this job? What about this job interests you? Sometimes, people are looking for less responsibility, for a job where they can work and then go home. In that case, someone who is overqualified might be a good ...


256

You have first-hand, relevant experience with how he manages teams. You'd be negligent as a team-player and employee if you did not offer that input, as long as it is objective and non-personal. This is why companies try to cajole frank references from people who have worked with prospective candidates - they feel this information is valuable, when they can ...


223

Meet her for a coffee. (If you're a guy, mention that it's to talk about her career and meet her in a totally non-romantic setting, otherwise she might get scared you are interested in her romantically). During a 1:1 conversation there are plenty of ways you can say something without saying anything that could cost you your job: ask her about her plans - ...


192

How about just talking to him? Many candidates will actually appreciate a later start date. That makes winding down things at your current gig easier. And if you are not strapped for cash, you can take some really relaxed time-off, since there is no work yet to interfere with vacation. So unless he is currently out of work or particularly miserable at his ...


181

Here's a Harvard Business Review study on why diverse teams outperform homogeneous teams. Diverse teams are more innovative and focus on facts better than homogeneous teams. However, it's not as simple as throwing a bunch of different people together and hoping that things work out, as this article points out. Now if you're interested in something beyond ...


169

Let me start by stating that I understand the difficulties you face. While not profoundly deaf, I am legally deaf -- just over the threshold. When I first graduated college I had a lot of concerns about how I could be hired. The first thing I noticed is that almost the entirety of companies that reached out to me about resumes I filled out made initial ...


153

I work in a big IT company (100.000+ employee). Here is what I was told from an HR representative when I was promoted as a manager: We need to hire smart and talented people. Smart and talented people can come from any background, including diverse gender, diverse sexualities, diverse skin color, diverse level of disability, etc... If a division of ...


139

I find that most situations can be solved by a frank discussion with the people involved seeking to find the best solution for all parties. With that said, have you informed this candidate that they have offensive body odor? If you have, and they have not changed*, then your critique need only say that the candidate does not follow instructions well. If ...


137

I'm developer in your shoes and I had the added challenge of not having done any kind of computing type work before my current job as a Technical Lead at my company. With age comes experience, so often as an "older", I use this term very loosely, developer you bring different skills and competencies to the table. A couple things to note: Leverage your work ...


133

The likelihood that they would re-hire you after firing you for "gross misconduct?" Sorry to be blunt, but the odds are zero. If it was a matter of it being one mistake, and getting a second chance, that second chance would have come in the form of not firing you, and opting for some form of internal discipline, demotion, etc. Since they did dismiss you, ...


127

Should the other candidates get a better chance for the job, or should the best applicant get the position? The best candidate should always get the position. But remember what the term "best" does and doesn't mean. For your particular opening, the best candidate might be one who will accept the low salary, can quickly learn the position, and can grow in ...


113

If you have legitimate concerns about his performance, speak up. If the entire team effectively quit because he ran the projects into the ground, that's something these people will find quite interesting. Don't disparage his character, etc. Simply stick to the facts. They may listen to you, or they may not. But at least you'll know who you're dealing ...


110

If you want a "solution" so that you don't end up employing them, then consider an exam or test as part of the interview process. Had it done to me, as I said "yes" to having Excel skills... They had a computer with Excel ready and some data to work - just basic stuff if you know what you are doing, but if you don't, it becomes obvious... I know another ...


105

The general problem here is that the "merit" in meritocracy needs to be measured in some quantitative way. It's not an objective or absolute quantity. Organizations or teams that have a blind spot are often not aware that they have a blind spot and hence they won't be able to fill it. Diversity helps you to broaden your definition of merit and create more ...


101

Interestingly enough, I have had this very same concern expressed, more than one time, to me! And so, I can tell you "from the other side of the fence," that I was absolutely unaware of it. And that, once quietly and tactfully informed of it, I spent considerable time pondering what to do. After all, "I bathe every day." "I put on deodorant just like ...


94

Should I mention a company's apparent lack of diversity when rejecting their offer? Noooooo. No. Just no. You have nothing to gain and a lot to lose. While you may think that it would be a kind thing to point out that a company or department appears to lack diversity, there's just no way to phrase this that isn't going to come across negatively. You're ...


94

Sounds to me like you don't owe this company any particular allegience -- the key to being ethical with this is separate your business responsibilities from your personal obligation not to harm this person. Send the intern the offer from your corporate email with no comment on its desirability one way or the other. Then phone the intern/meet in person on ...


88

No, it's not. Discrimination laws are written without regard to which group a party belongs to. Meaning that if a perceived minority discriminates, it's just as illegal. You've specifically stated that you don't hire or consider people who are not chinese. It would seem to me that this fits directly under the laws prohibiting national origin discrimination....


88

I'm considering making the offer while privately advising her to decline it. Are there any ethical, legal, etc. implications that I should be aware of? Or any reason not to do this? Your boss told you to make the offer, and you acknowledge that she deserves the offer. Thus, you have to do it. If she asks you about the offer or company, you can ...


87

Considering I have a positive but strictly professional relationship with my boss, how could I approach him over this issue? It's perfectly reasonable to ask if and when you will be travelling with your boss. Find a quiet time and ask privately. Do not use the phrase "behind my back". Don't talk about "feeling betrayed". Don't indicate that you feel you ...


87

What is the rationale of not offering an existing employee a salary as large as the one offered to a new one? In general, salaries increase over time quicker for new talent versus the standard 3% yearly raise for an existing employee. This is particularly true in IT. This is why you see a 3 to 5 year stay at a particular place of employment when looking ...


85

Presuming that the candidate would otherwise be a good fit, is it worth to negotiate? If you don't negotiate, you definitely won't hire him (because he's asking too much) and therefore you're left without an employee. If you DO negotiate (even if "negotiating" is just "look, I can offer you X, take it or leave it") then you MIGHT get an employee in the end....


83

Most good programmers are already employed. They're taking vacation time, realistically, to come to the interview. You'd be asking them to take another vacation day to work with you (unless you plan on them doing their time-limited tasks after they put in a full day at their current employer). Then you'd be asking them to take a week of vacation to work ...


77

Not rude at all. It would be slightly different if you'd applied in the immediate past, but as it was the recruiter who contacted you this time, you're more than entitled to say "thanks, but no thanks". Just say what you said here - that you wouldn't be able to do justice to both your degree and the interview - and no bridges will be burnt.


73

Is there some kind of fraud scheme going on where people take their siblings accolades to apply for jobs? Perhaps an uptake in forged degrees in Europe, possibly related to the migrant influx? Is it legal for me to call up the university and ask about a degree that I suspect to be fraudulent? You're approaching this from the wrong angle and running ...


66

Gross misconduct is not something that is forgotten, ever. Since this involves the misuse of vouchers, unless you have photographs of all the corporate legal team in extremely compromising positions, you will never be rehired. The reason is liability, which is ultimately the same reason you were terminated. If a company rehires an employee who has ...


62

First of all, I'd be honest with this person. We'd like to bring you on, but can't afford to do so until after May. Perhaps he already has a job that he can hang on to for another couple of months. Then again, perhaps his situation is more urgent, and he can't afford to do that. At least get a dialog going, because lying to this candidate, and making ...


60

I would err on the side of caution, internal processes or HR practices/Standard Operation Procedures may be in place that advocate AGAINST this type of behavior. While I understand the human side of wanting to offer critiques and advice to some interviewees there can be some unintended side-effects/consequences to doing so, such as you getting name dropped ...


55

Obviously I can't speak to the motivation of an individual company but there's a couple of common rationales for this sort of policy: transferring an internal candidate brings the additional "negative" to the company of the fact that they have to then recruit to replace the transferred employee, so instead of having one employee learning a new role you have ...


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