There Is No Universal Hiring Methodology

Hiring is the most subjective business activity because it is more emotional than logical.

Truism: Human bias and gut feelings are intricate parts of the hiring process; therefore, there is no universal hiring methodology.

Ultimately, the hiring process is emotional from both sides of the desk. What may be a deal-breaker with one interviewer would be shrugged off by another interviewer; such is the hiring process — such is life.

Do you like pizza? If yes, what toppings? When it comes to movies, are you into westerns, sci-fi, romance, action, comedies or thrillers? Do you find Seth Rogen funny? Do you have a dog, cat or fish as a pet? Do you take milk or cream in your coffee?

Your infinite combination of preferences are your own. Apply this human truth to hiring managers and you will understand why the hiring process is fraught with human biases. Bias is universal and omnipresent; it cannot be avoided. It is not a character flaw, as many try to make to be, but simply how our brains operate. This is why hiring is never simply black and white, but filled with shades of gray.

Every job seeker asks: What are employers looking for?

The answer: There’s no coalition of “employers.” Employers are individual HR managers, C-suite executives, department managers, business owners and recruiters with personal, specific pain points, coupled with their respective human biases looking for employees to solve their problems.

My advice: Don’t overstress your resumé format, clothes, LinkedIn profile and mannerisms. While these have value, their importance varies widely from employer to employer, from industry to industry, from region to region — from interviewer to interviewer.

Well-meaning career coaches tell job seekers, the formula for successful job searching is A + B + C = “You’re hired!” But, if at the core of every hiring decision is a “gut feel,” how can there be a formula?

From both sides of the hiring desk, everything goes into “the mix” — past hiring mistakes, biases and commonalities. To increase your job search success exponentially and mitigate the consequences of human bias, stop chasing the wrong jobs and employers.

Think: “I’m not looking for a job; I’m looking for my tribe!”

Find employers who will understand you and, more importantly, whom you understand and believe in. Look for like-minded people. Look for where you feel comfortable. Look for employers you identify with and would be proud to be associated with. I know, easier said than done, but the search is well worth it if it means you find yourself in the right room and feel the love.

Yes, there are fundamental principles for searching for a job, such as your resumé and cover letter being typo-free and not chewing gum when interviewing. However, principles are elastic and will stretch widely depending on your interviewer.

SOME THINGS TO CONSIDER

• I hired someone who was more than 20 minutes late for their scheduled interview.
• I have hired candidates who asked, within five minutes of beginning the interview, “What does this job pay?”
• I have hired candidates who have been unemployed for more than nine months.
• I have lost count of how many candidates over the age of 50 I have hired.
• I hired a candidate who brought to the interview her cat, Duchess, who had undergone surgery that morning, because she did not want to leave her alone. (Note: I am not a cat person.)

How I assess a candidate differs from how my counterparts assess a candidate. In other words, my gut feelings (READ: intuition) are unique to me. However, I can tell you, everyone I ever hired was a result of my being able to relate to their story.

There is a good chance you have a friend who your other friends do not understand why you are friends with. Either you relate to some part of their story, share a commonality or in some way serve each other’s interest. Whatever the reason, you and your unpopular friend have a connection.

A similar scenario plays out every day throughout the corporate world. An employer’s employees do not need to be perfect as long as they accomplish the expected results.

While there is no universal hiring methodology, job seekers should keep these two “hiring fundamentals” in mind when interviewing:

• When an employer believes a candidate will add more value to their company than they will cost them, that individual will be hired. (Employers hire to achieve results, therefore, emphasize the results you achieved for your previous employers.)
• Getting hired requires more than just being qualified; you must be liked. (Being likable supersedes your skills and experience.)

Since there is no universal hiring methodology, just do your best. Relax and stop trying to contort yourself into what “the experts” are advising employers are looking for.

Look for companies where you fit in. Consider the hiring manager’s pain and how you can solve, with your skills and experience, the problems the position you applied for exists to solve. When interviewing, focus on making a connection with your interviewer. Following this advice will improve your job search results.