There are two types of questions in any job interview: the expected and the unexpected. The expected all relate to the job description. Candidates know they will be asked to confirm their qualifications and to provide examples of what they have done in the past vis-à-vis the job requirements. It’s the “unexpected” that are the problem.
Every interviewer has their own favorite questions. Some are “gotcha” and some are just a surprise. All come out of left field. For example, when I am interviewing candidates for positions with my executive recruiting clients (employers), among other things, I ask, “What do you care about?” and “What are you curious about?” The idea is simply to get to know the candidate as a person.
When I am working with a career counseling client, I will ask the standard questions: What do you know about us? meaning the company. Why did you apply for the position? What is your greatest weakness and how do you overcome it? What was your greatest failure/success and what did you learn from it? These are all standard. Usually some are asked, but not always.
When a career counseling client or candidate with an employer client has been interviewed, they usually contact me so we can review the questions and their responses. Some have come so out of left field that the client/candidate “blew” the interview at that point. They are usually silly questions. One candidate was thrown completely off track when he was asked, “What was the last movie you saw?” He couldn’t remember and, for whatever reason, he could not concentrate any longer on the interview and it cost him the job offer.
Another time, it was actually the first time I had heard that anyone had asked the question, a client told me he was asked, “Why should we hire you?” After we spoke, I thought about it and was surprised that it had not been asked previously.
When I asked him how he responded, he said, “Because you don’t want me working for your competition.” I don’t know why, but at the time I thought that was an awful answer. I was wrong; he was right. Because of that answer he got the job offer.
I honestly don’t remember why my initial reaction was negative but, today, I think it was brilliant and that is how I advise my career counseling clients to reply when asked. I also tell them to make certain to smile when they say it.
Finally, because of my known hatred of wokeism, I also suggest that they add, “I’m not woke. I’m looking to work, not whine.” If it’s accurate, I can’t see it hurting – except, of course, if the company’s corporate culture is “woke.” But in that case, the person will not want to work for them so, “no harm, no foul.”
In commemoration of Memorial Day there will be no article posted next week. I wish all my readers, veterans and their families a meaningful Memorial Day.
Quiet hiring is a new term for what used to be called “professional growth.” Instead of hiring someone new, the company gives an existing employee new responsibilities. Personally, I think it is excellent for all concerned for the following reasons:
The company is offering the employee a chance to build new skills. They are paying for their education. This should also mean a higher salary.
The company does not have to go through the process of hiring a new employee which will cost them time and money, and will include a learning curve to understand the company.
The employee should be grateful for the opportunity the employer is giving them and that will increase employee loyalty, meaning retention.
The only thing that the employer has to be aware of, and this is also part of the employee’s responsibility, is that the new responsibility will not negatively impact their existing responsibilities. Put differently, the employee should not be overwhelmed and suffer burnout. Perhaps hiring an assistant for the person, when the time is right, will solve the problem, and will still cost less than having brought on a new person, making what clearly is a part-time position, full-time.
Some people think this is unethical. What could be unethical about offering an employee the chance to better themselves? What’s unethical about saying to someone, worst case scenario, “Look, we need to hire someone to take care of X. You are doing a great job. We can’t afford to bring someone new on and we certainly don’t want to have to let you go. So, we will train you (or pay for your training), give you this added responsibility, and a salary increase of Y, along with a new title.” It’s not a punishment; it’s a compliment. It’s also being open and honest. They are being given the chance not only to continue being employed but to advance in their career. If you will, they are not being shown the front door (being escorted out of the building) but the corner office door (being promoted).
Of course, there is another solution. Instead of “quiet” hiring, try “mature” hiring, bringing on a retiree who can do the job, and will be grateful for the opportunity. Here’s one way to find such individuals.
To begin with, you have to know my definition of EI. One word: maturity. How does it reveal itself? One word: adversity. When a person can confront adversity, calmly and rationally, i.e., with maturity, they are exhibiting high EI. If not, it’s low EI and that is the example I want to share with you because I encountered it recently. High or even just decent EI is crucial because you can’t have your employees blowing things out of proportion, panicking every time something does not go the way they planned, or if a real disaster occurs. Having employees who are calm under pressure is vital to the success of a business.
Yesterday a man called me, asking for my advice. He is a regular reader of my weekly LinkedIn newsletter and a business owner. This is the story he told me:
A woman employee came to his office in tears. She was furious. She saw a male employee getting out of his car, exhaling cigarette smoke, and putting what she assumed to be breath mints in his mouth. She said that this man was harming the environment, harming her by smoking, and “is a murderer.”
That is someone who is woke and therefore has no EI. Ironically, the two employees had always worked well together. No complaints. Nothing inappropriate. But here she was, crying and trembling in the boss’s office, calling her colleague a murderer. His question: “Can I fire her?”
My response was to say that first, I am not an attorney so what I was going to say was not legal advice and he should speak with an employment attorney. Then I said, that in my opinion, wokeness is a mental health disorder and, as such, anyone who is woke is a “protected class,” and the “reasonable accommodation” that can be offered is psychiatric counseling. After all, even a few years ago the reaction to her actions would have been, “She’s nuts. She’s fired.” Today, that won’t wash.
I also suggested that he call a staff meeting to say, without mentioning her name or the incident, that he has recently become aware of the great mental health stress that some employees are feeling. He has therefore made arrangements for a “counselor,” (I told him saying “psychiatrist” may be problematic for some people), to come in once, twice, three times a week, whatever, to meet privately and confidentially – no records would be kept, or reports given to management – with any employee wishing to take advantage of the program. I told him to reiterate that mental health is as important as physical health and needs to be taken seriously. I also suggested making it clear that if someone were to suffer a physical injury which would prevent them from doing their job, with regret, they would have to go on Workman’s Comp. The same should be true for anyone suffering a mental collapse. Just as he has in place safety measures to prevent or minimize the chance of someone suffering a physical injury, now they are going to have the same for mental injuries. And then I reminded him that I am not an attorney and not to follow my advice without first speaking with one.
He called me the following morning. He said his lawyer approved my suggestion and he was going to implement it. Then I asked what I had forgotten to ask at the start of our initial conversation, “Why are you talking to me and not your HR director?” He said he didn’t have one. I told him to get one. He laughed and said that’s exactly what the lawyer told him to do and recommended someone to him who had been an employment attorney. I told him that they make the best HR directors and can save businesses a lot of money.
Of course, hiring mature employees eliminates the problem before it even begins. My recommendation is prejudiced.
An employer has a small business. He’s making enough money to support himself and his family, and just as importantly, his employees and their families. Then one day he decides he wants to “take the business to the next level,” the phrase that is used by business consultants looking for clients who will pay them a monthly fee indefinitely, as they help them grow their business (meaning the employer’s, i.e., their client’s) until their services are no longer required because the business closed (bad) or was sold (good).
In order to get to the next level, naturally, the business owner has to hire more staff. Up until now, it has figuratively been a family business. Everyone was friends. Everyone got along. Now the business owner has to hire new people. At first things appear to be going well. But, just to be on the safe side, the owner, on the advice of his business consultant, hires an HR director. She writes a personnel handbook and all employees sign off on it. A standard, intelligent, wise operating procedure.
But then they hire a new employee who is woke. They don’t know it at the time. She recommends a friend. He’s also woke. Now, instead of doing their job they go crying to HR because they overheard two employees, friends for years, kidding around in a private conversation which they found offensive. They also complain about the company’s carbon footprint. They then throw out acronyms such as DEI and ESG. The “family” atmosphere of the company is gone. Morale sinks and the original employees, with regret, leave. The owner then decides to shut down operations. Instead of the enjoyment he had from owning his business, he now has grief and aggravation.
But then the business consultant, who got him in this mess (at least partially – the employer is ultimately responsible for the decisions he makes) points out the fact that, except for the office work – accounting, sales, marketing, customer relations – everything else can be done by robots. So, what does the owner do? He hires back his original employees and automates production. The people who had made his widgets now “supervise” the robots, in other words, they are now responsible for quality control.
So, the owner has his loyal employees back. Robots are not woke. He can get rid of his HR director. Life is now good. But is it?
Each robot represents a person who lost a job or will not get one. Which means, with the exception of the robot manufacturer and service technicians who drop by to fix any problems, no one new (remember, the original employees are all back) is earning a salary. Which means that nothing new is being paid to Social Security, Medicare, Workmen’s Comp, etc. So the governmental social safety network is being harmed. On top of that, the mom and pop stores and restaurants where the former employees would go to to buy lunch and incidentals have lost customers, and since there will be no new employees, no new customers. Their revenue is down. (Robots don’t eat and don’t buy magazines or newspapers…at least not yet!) If it happened at one business it could happen at another and they, the small convenience stores, might also find themselves out of business.
That, ultimately, is the danger of hiring the woke. I am not an employment attorney. This is not legal advice. Check with an attorney. This is my opinion:
If being woke is a mental health disorder then the woke are a “protected class” and can’t be fired, except for cause. If being woke is a “creed,” then in some jurisdictions, that also makes them a “protected class” and they cannot be fired, except for cause. So my advice is to state clearly in your personnel handbook that talking about politics in the workplace is grounds for immediate dismissal, as is making demands for policy changes which are not required by law. In other words, find a way to silence the woke before them can even open their mouths. Just make certain it is legal, written in clear English, and every employee signs off that they have read the rules, understand the rules, and accept the rules. And for that, you will need a good lawyer. It will be money well spent, and a lot better than the money spent on the consultant who got you to the next leve, which turned out to be the ground floor!
This could be devastating, for example, for New Jersey. I have it on good authority that the State is 600 miles from one-third of the population of the United States. That is why there is literally no warehouse space available in the Garden State. As Amazon has shown, warehouses can be automated. There can easily be more robots working in a warehouse than humans. If the woke don’t stop their “wokeness,” if the malignant disease is not eradicated, it will be quite easy to see an end, not just to those mom and pop stores I mentioned earlier, but to our social security safety net, in all its aspects. Just something to think about before you go to sleep tonight!
But fear not. Last week I wrote about the solution.
Definitions. For present purposes a “senior” is anyone who is 55-years-of-age or older. “Retired” means not gainfully employed and living off savings or a side gig. “Woke” means the belief that an individual’s beliefs, priorities, and/or desires take precedence over everyone else’s even if it is to the other person’s detriment.
As everyone knows, I am not a fan of the woke. In my opinion, which I will reiterate in next week’s article, it’s either a mental health disorder or a creed, both of which may make them a “protected class” in some jurisdictions. This means, and, as I always say, I am not an attorney and this does not constitute legal advice, firing them may be very difficult. They will claim discrimination and you will have to have an air-tight personnel handbook, written by a first-rate HR attorney, to protect yourself.
But there is another way around the woke.
By definition, the woke do not want to work. The woke want to be paid to complain. They have no work ethic. The only thing they learned in college or university was that if you yell loud enough you get what you want. In other words, they believe that they, not the employer, have the right to set the agenda for the company.
So, who is it that actually wants to work? Retirees. Seniors. They are bored. They don’t like sitting around doing whatever it is they are doing. They need intellectual stimulation and, maybe even more importantly, feeling once again that they are useful, contributing to society.
Employers can, in my non-legal opinion, hire seniors. Discriminating on the basis of years of experience is perfectly legal. An employer can require 25 to 30 years’ work experience. No one who has worked for a quarter of a century is woke (at least I hope not!). They know how to work. They understand the concept of an honest day’s work for an honest day’s pay. They don’t go crying to HR every time something does not got their way. In a word, they are “adults.” In two words they have “emotional intelligence.” They are, therefore, not woke.
What is more, they will support the local economy by making purchases at local mom and pop stores. And there is the not so little matter that many, if not most, lack the funds they thought they would need to retire. In other words, they need the money!
Hiring seniors/retirees is, I believe, a smart move. And I am not alone.
In the April 6.2023 edition of TheWall Street Journal, there appeared an article by Callum Brochers titled, “Bosses Want Hard Workers-So They’re Hiring Older People: Some companies are recruiting seniors on the premise that age equals a stronger work ethic.” The title and subtitle say it all, but I still recommend reading the full article! You’ll learn that “People 55 and older are the fastest growing segment of the workforce…”
I believe that it is so important to get seniors to either remain in, or return to, the workforce and, yes, to get the woke out, that I am offering a new service. Seniors can go to my website, fill out the simple registration form, and send me their resume. No charge! I will then list, by area of expertise, those who have registered, and employers can then ask to see their resume. Once I get premission from the applicant, I’ll video interview them and send the video link and the senior’s resume to the employer. If the employer hires the person, all the employer will owe is $500, a steep reduction from the usual recruiting usual fee. (There is no charge for seniors and no guarantee to the employer.)
So, seniors, if you are interested in employment, register. Employers, if you want hard workers, review the list. It will start off small but I am certain it will grow.
Together, we can make a small contribution towards saving the American workforce from the cancer that is wokeness and help grow the economy.
My client, a dynamic corporation which, for the past eight years has been providing clients with services to consolidate their financial statements across multiple platforms, is looking to further expand their national client base. Currently servicing companies with revenues of up to eight figures, the company seeks a dynamic self-starter with a minimum of two years’ B2B marketing experience preferably in the accounting or financial products sector. The Director will be responsible for Demand Generation and Lead Nurturing.
The Director will build the Marketing Department with the goal of eventually hiring and supervising staff. This is a full-time position, requiring the person to work out of the company’s Brooklyn office. This is not a remote position.
In addition to the above, the ideal candidate will be entrepreneurial and independent, have a broad understanding of all phases and channels of marketing in the B2B marketing space, and understand the positioning of B2B financial products. Moreover, they will have experience working with outsourced vendors, strong prioritization skills, and strong written communication and interpersonal skills.
The compensation package includes a base salary range of between $80,000 and $120,000, depending on qualifications, along with medical insurance. All employees receive National and Jewish Holidays in addition to 10 vacation days.
NOTE: To be considered for this position you must be authorized to work in the United States, live within a reasonable commuting distance of Brooklyn, and have experience with on-line marketing and B2B marketing.
To submit your candidacy, send a cover letter, along with your resume, to Bruce Hurwitz at bh@hsstaffing.com. Qualified candidates will be contacted within 2 business days. No phone calls please.
On a job interview, interviewers sometimes ask candidates to explain how they would solve a problem that they, the company, are having. They provide them with certain information and sit back and wait.
Now some interviewers are con artists looking for free advice. But others are honestly testing the candidate to see if they know their stuff. So allow me to provide two acceptable answers:
The first is simple and will work if the interview is legit or you are being conned:
I would not presume to tell you how to run your business. I don’t have enough information. But what you shared with me reminds me of the time…
And then you tell them about a real problem you had and a real solution.
The second is a little more complicated and more suited if you think you are being conned, although, an honest interviewer should not be offended:
Your question reminds me of a story I was once told. There was a family business. The founder was still running things. His children and grandchildren wanted to make changes. He thought he knew everything. They thought he was going to lose everything. So, without his knowledge, they brought in a consultant.
The consultant looked around the business and, after an hour, met with the owner. He complimented him on a few things but then pointed out problems and told him how he, the consultant who he had just met five minutes earlier, would fix them. The owner thanked him, politely threw him out of his office, and then handed his children their heads on a plate!
A good consultant, and that is what you are asking me to be, does their research, knows what questions to ask, how to ask the questions, and when to ask the questions. And since I would like to consider myself a good consultant, I really can’t answer your question. But you now know how I would go about finding the answer. That said, if you are interested, I can tell you about a similar situation I had and how I dealt with it.
And you take it from there.
These days, with the difficulties in finding qualified candidates for real positions, I hope that the number of employers faking job openings in the hope of getting free advice has diminished. One can only hope. But candidates still have to be prepared. Consider yourself prepared!
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Except for job announcements, this will be the final article I will post on this site. I thank you for having been a subscriber. If you wish to continue reading my articles please subscribe to my new LinkedIn newsletter, HSS Employment Insights.
A cover letter coexists in the three sections of linear time: past, present and future. (Sorry, I forgot to take my medication this morning. I’ll be right back.)
OK. I’m better now. But the sad truth is that some consultants actually talk that way. They want to give the impression that they are scientists (This was even before Covid!) and not simply oracles who some believe should sit on the top of Delphi while others think they should be buried under it! What job seeker has time for this nonsense? None with whom I have ever worked.
Yes, a cover letter deals with the past, present and future (the aforementioned nonsense about linear time), but the purpose of the cover letter is simple: To get the recipient to look at the resume. That’s it. Period. End of discussion. But it can be more than that.
Sorry, but now we have to do some math:
For sake of argument, let’s say that when someone posts an ad for a job, they get 50 applications. (This can actually be a very conservative number.) That’s 50 cover letters to read. Figure an average of at least a minute per cover letter since some (the really bad ones) are well over a page in length, that’s an hour’s worth of reading. And that’s why, based on my unscientific surveys of recruiters and hiring managers, most simply throw them away and go straight for the resume. Which is a shame, because a cover letter can help differentiate a candidate from their competition and complement the resume, getting them the interview. That is why it is so important to write a cover letter that will actually be read. Mine are read!
There are basically two formats for a cover letter. As you will read, I prefer the traditional. The other is a “T-Bar” where the candidate lists the responsibilities/qualifications for the job on the left side of the chart, and their experiences/qualifications on the right. The logic is obvious: You are looking for X, I have done X. Clean. Neat. Simple.
The problem I have with it is that the employer already knows the responsibilities and qualifications for the job. It’s called “the job description” and they wrote it. So why waste time telling them what they already know? If you list them all, then you are sending the message that you cannot prioritize and don’t know what is their key demand or need.
Think of the cover letter as a “tease” or a “movie trailer.” You are trying to entice them to see the movie, i.e., your resume. If the cover letter tells your entire story, why should they read the resume? That is why I prefer a more traditional approach:
First, the cover letter must be short. You, the candidate, want the recipient to know that you can get to the point. You also want them to know that you understand their workload. So you want to make things easy for them. You want them to know that you care about getting the job (you don’t send a form letter) and, given that it is so rare today, that you can actually write a professional letter in English. (If I see one more “u” for “you” or “ur” for “you are” or “you’re,”…)
Second, there is no need in the cover letter to summarize your resume. If you need to summarize your resume because it is not clear, you need a new resume. If you need to summarize your resume so there will be content in your cover letter, you need to continue reading this article because you do no know what you are doing.
Allow me to sort of digress. If they don’t ask for one, should you provide a cover letter? I think the benefits outweigh any negatives. Yes, the recipient might think that you do unnecessary work. (If I wanted a cover letter, I would have asked for a cover letter!) But the fact that you know how to write an effective cover letter says enough positive things about you that it is worth the risk which, I believe is, at best, minimal. And this is why I believe employers should demand receipt of a cover letter. A short, to the point cover letter is a pretty good indication (not perfect, but pretty good) that the candidate won’t talk too much in meetings and will not digress from the topic.
So how do you write a cover letter?
In the first paragraph simply state “I wish to apply for the XYZ position you advertised on 123.” Now you have told the recipient that you appreciate the fact that they may be working on a number of searches at the same time and you want them to know which job you want (granted it should be in the subject line of the email along with any code) and, perhaps more importantly, that you get to the point. So many people start their cover letters by introducing themselves, telling the recipient about their career goals, and some even mention their hobbies, so, assuming the recipient will read the letter, they only know why the person has written them when they get to the bottom of the first page (if they are that lucky!). You appreciate the stress they are under. Again, you know how to get to the point. You know what is appropriate to be included in the cover letter and what can wait for the interview. That is why you keep it simple, just one informative line. So far, you are doing great! You have their attention. They are reading the letter and since they see, basically, that there is only one more real paragraph left, they continue reading.
In the second paragraph you tell them about the one accomplishment that you have had that speaks to the position for which you are applying and will convince them that they want to consider you before you reach out to their competition. You are showing them that you know what they want to hear and can refrain from wasting their time telling them the subjective things that you want them to know. No one wants to hear how great you think you are, they want to know what you can do for them. So: “Having successfully done such-and-such, saving my current employer X dollars, I am not only confident that I can fulfill the requirements of the position, but exceed them.” The unspoken questions are: You want me to save you hundreds of thousands/millions of dollars or your competitor? You want me to raise your client retention rate or your competitor’s? You want me to lower your employee turnover rate or your competitor’s? That’s the message of the second paragraph: I did it for someone else and I can do it for you! The unspoken message is: I am not a big risk to interview nor to hire.
The rest is simple:
Attached is a copy of my resume for your review. (Self explanatory.)
Thank you in advance for your consideration. (Always be polite.)
I look forward to hearing from you. (Self explanatory and not pushy. HR does not want you to call them. Imagine if all candidates called; they would not be able to do any work. You emailed them; they got your email. Now move on!)
Sincerely, (That’s how professionals end their letters.)
Your Name (And that’s why you don’t have to start your cover letter with, “My name is Joe Jones.” They know your name because it’s either on your email address, at the top of the letter, or your signature. When I get one of those I almost expect the next sentences to be: “I am five years old. When I grow up I want to be a fireman.”)
This letter can be read in about 10 seconds which is all the time you have. And that’s the primary evil secret of the cover letter: No one is going to spend more than 10 seconds reading a cover letter!
Last week a gentleman took advantage of my complimentary 15-minute career counseling session. I guess he liked what I had to say because he felt the need to share with me the following post he saw online last night:
We finalized a resume package for a client on Christmas Eve.
He was anxious to apply for a job he saw here on LinkedIn.
The position was a Vice President of Customer Engagement for a global hospitality company.
He uploaded his resume, wrote a little note about his interest in the role, and signed off to enjoy his holiday.
Less than 24 hours, he got a response.
On Christmas morning.
They wanted to set up an interview for Monday the 27th.
9 AM.
1 zoom call.
The interview lasted 2 hours.
By the end of the day, they arranged to fly him and 2 other candidates to interview in person.
He arrived on Wednesday, interviewed on Thursday and accepted an offer on Friday, New Years Eve.
The offer of $220k (which was denoted in the job posting) was right on the money.
No negotiation.
No bait and switch.
At this point, his head is spinning.
He emails me to tell me it’s the fastest interview to offer he’s ever been involved in.
He asks the HR Director why this is happening so fast…..he’s not complaining, he’s just curious.
She tells him that their company lost many, many, many great candidates in 2021 because their processes were taking too long. On average, 6 weeks.
They were challenged by their boss to make hires within 7 days. 1 week.
She said her team was exhausted, liberated, exhilarated, challenged and inspired by the work they were doing.
But are hoping to expand their time to hire to 2 weeks 😀😀.
This is leadership in action. Setting the bar, meeting the goal and eliminating the noise that paralyzes hiring.
Could you hire within a week?
There are many problems with this type of post. The first is that job seekers read it and ask, “Why him and not me?” Well, assuming for a moment that the story is true, understand that people usually don’t write about their failures. One client got a job offer. How many did not? Don’t let these things depress you. Read them carefully. The flaws are easy to spot. And even if everything is legit, your time will come!
First, this is supposedly a story about a great resume that got someone a job offer. FALSE. The purpose of the resume is to get the candidate the interview, not the offer. So even if it is true that the resume this woman wrote was magnificent, it did not get the candidate the job offer. The candidate got the candidate the job offer because of his negotiating skills. No where does this “resume writer” indicate that she counseled the client on interviewing so she can claim no credit for the offer.
Second, if she did something great to what, I presume, was a mediocre resume, why did she not share that information? Posts on LinkedIn by professionals should be educational. She should have explained what the problems were with the original resume and how she corrected them. She did no such thing. Reading her post one learns nothing about how to improve a resume. This further leads me to believe that this is a work of fiction. If she had something to teach her readers, she would have.
Third, no one is going to be offered a $220,000 job without the employer running a background check and checking references. It usually takes two weeks for a full background check. And given that we are talking New Year’s Eve week, I doubt any background checking company would have been available for a 24- or 48-hour rush job. And what are the odds that three (?) references would have been available to speak to HR about the candidate during that week? The woman does not say that they made a conditional offer of employment, but rather made an offer which was accepted. This also does not ring true to me.
Finally, who calls anyone on Christmas morning to set up a job interview? That’s the very definition of being rude.
To answer the woman’s question, Anyone can hire within a week. But if it is for as six-figure salary, and around Christmas and New Year’s no less, only if they are very sloppy and careless. But then none of that matters since the two things missing, in my opinion, from this woman’s post are, “Once upon a time,” and “They all lived happily ever after.”
Job seekers, when you see something that is too good to be true, it probably is. There are now con artists charging job seekers for materials they claim they, the applicants, need to complete for their applications to be considered, as well as asking them to do projects (write at 30-, 60-, 90-day plan…) without paying them. Never pay an employer anything for considering your application and never do actual work for them without be compensated. There other scams as well, like the guy who contacted me and told me he could get my articles on LinkedIn to go viral. None of his have…
Be careful and don’t take these people seriously. A little research, and a little common sense, will go a long way. They are feeding off of your emotions. They want you to think that if you pay they God knows how much, you too will get a six-figure job. You will be rich! Well, there will be someone getting rich, but it won’t be you.
PLEASE NOTE: I posted the name of the person who posted the post (too many “posts!”) because it was a public post. If it had been private, I would not have done so. I hope she realizes her mistake and removes or edits it. She can invite her client to set the record straight by commenting on her post (which I will not see) or on this article. Nothing would make me happier than to be proven wrong. As some of my readers know, it is now my policy not to respond to comments, but I would like to see a confirmation from her client and, for that matter, the HR department that handled his hiring.
Employment Edification 