07-29-2005, 07:45 AM #1
- Join Date
- Mar 2002
- Loco madidus effercio in rutilus effercio.
Human Resources, Interviews And Other Things
I found the following articles of interest, even though I am in a position of relative "job security" (at least for another 4 years )
Interview Horror Stories, Part 3: The Inquisition
By Lauryn Franzoni
This week's tale from the interview crypt is not for the faint of heart. There's no blood like last week. No. This is all about mental torture, agony and frustration. I call it. . . .
An ExecuNet member with the handle 123758 describes a prolonged interview experience that spanned six months and several different cities. The culmination was a dinner meeting with the CEO and other key company executives.
Dinner meetings are tough even under optimal conditions. But the conditions under which this meeting occurred were anything but optimal. The meeting took place in October during the Major League Baseball playoffs. The executives, all avid baseball fans, chose as the meeting spot a restaurant bar that had giant TV screens carrying the game. The executives kept one eye and ear on the game through the course of the interview. Needless to say, the candidate found this highly distracting -- and downright rude.
The allure of post-season baseball has a potency that many of us find hard to resist -- especially when our team is involved in the proceedings. But the baseball sideshow was just the beginning of the tortures the candidate was to experience. The interview soon evolved into an unstructured barrage of questions. "Every answer was a volley for a new question -- ones I had answered in earlier interviews and some repeated by the CEO himself!"
And it got worse. "The questions started getting strange. What did my watch cost? Why did I buy such an expensive watch? Why did I come in a suit to dinner? How much did my suit cost? Did I know the job was in Raleigh?"
The Morning After
Alas, this tale does not have a happy ending. "The next morning I arrived at the reception area; and after waiting 30 minutes I was escorted to a telephone so an HR person in another city could tell me that there would be no furthur interviews and I would be free to catch a cab back to the airport," the candidate recalls.
Six months, one night of agony and nothing to show for it.
How does a person rebound from an experience like this? "What did the candidate really lose," asks Meg Montford, president, Abilities Enhanced. Not much. "It appears that the candidate was tired of the company before the company decided they weren't interested any longer in him. Every candidate needs to know when to cut his losses and move on."
Montford suggests that maybe this wasn't such an unhappy ending after all. "What would the candidate have done if offered the position," she asks. "Accepted and started work in a company where his values didn't align with those of all the others? That sounds to me like a disaster waiting to happen."
The lesson, according to Montford: When you get into a bad interview situation, cut your losses. "Interviewing works both ways. Candidates aren't just passive objects there to be sized up. They're active participants in the process. The interview is the opportunity for the candidate to evaluate the company, its people and its culture. If they don't like what they see, they should exercise their veto power and end the process to avoid wasting additional time and energy."
Wishing you career success!
Why CEOs Get Fired
CEOs got the life. Money. Power. The corner office.
But there's one thing CEOs don't got: Job security. The threat of being fired or forced out is a big part of the CEO position.
Why do CEOs get fired? An online management training company called LeadershipIQ.com spent four years compiling a study to answer that question. They interviewed no fewer than 1,087 board members from 286 public companies that had recently fired or forced out their CEO.
We thought you'd be interested in the results -- not simply out of morbid fascination or the secret joy of reveling in the miseries of others (especially corporate big shots). That's because the results of the LeadershipIQ.com study are also relevant to you. The same failings that get CEOs fired often rise up and bite middle managers -- including safety directors.
Top 5 Reasons for Firing the CEO
Mismanaging change: 31%
Ignoring customers: 28%
Tolerating low performers: 27%
Denying reality: 23%
Too much talk, not enough action: 22%
Author Biography - Lauryn Franzoni
Lauryn Franzoni is Vice President and Executive Editor of ExecuNet's Center for Executive Careers( www.execunet.com ) the leading Internet-based resource for executive career market trend and management information. She is responsible for market research, website and publications content, and overseeing the company's Executive Career Management and Networking Services.
Ms. Franzoni joined ExecuNet in 2004 bringing extensive experience in the specialized information industry including product development and community building for electronic/internet communications and print media for corporations and non-profit organizations. Throughout her career, Ms. Franzoni has been responsible for the training, career path development, recruitment and retention for an international creative workforce.
Prior to joining ExecuNet, Ms. Franzoni was Senior Vice President/Group Publisher at Gilder Publishing LLC, where she served as the company's chief marketing officer and directed all internal and external operations of four advanced technology publishing franchises for the think tank led by internationally acclaimed technology visionary George Gilder.
From 1993-2000 Ms. Franzoni was Director of Hart Europe Ltd. (London) and Vice President of Phillips Business Information (Washington, D.C.), where she led international energy newsletter, database and magazine publishing operations with offices in London, Aberdeen, Stavanger, Houston and Washington, D.C.
In addition to post-graduate finance and language studies, Ms. Franzoni holds an MA in journalism and public affairs from The American University and a BA in American Studies from Dickinson College.If you don't do it RIGHT today, when will you have time to do it over? (Hall of Fame basketball player/coach John Wooden)
"I may be slow, but my work is poor." Chief Dave Balding, MVFD
"Its not Rocket Science. Just use a LITTLE imagination." (Me)
Get it up. Get it on. Get it done!
impossible solved cotidie. miracles postulo viginti - quattuor hora animadverto
IACOJ member: Cheers, Play safe y'all.
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