Hot air is for balloons


It’s pretty easy to say, “Well, of course, I own my career–no one else does.” But saying it doesn’t make it so. Over the next few weeks, I’ll focus on what it really takes (actions, behaviors, words) to be the owner of your career and, by extension, the keeper of your ‘job security.” You’ll be able to assess your relationship with your career, determining what changes if any you choose to make in order to increase your satisfaction and security.

Let’s start with career itself. A career consists of two things: 1. work that is your contribution to the world and that you take pride in doing well; and 2. a “path” for that work that is flexible, multi-directional and constructed to best reflect your values and talents.

Take note: “job” is not mentioned nor is putting in hours. A career isn’t necessarily linear and it’s not something you fall into because a career today is constructed–intentionally. It’s flexible, including the timing, the business, the work itself.

Now let’s consider ownership. Owners care for their possessions in a more intentional way than renters ever would. When you own your home, you consider “location, location, location” before you buy; you make sure the amenities fit your needs; you allocate maintenance and decorating dollars; and (most often) you work with a professional who can maximize the house you get for your money. You make an investment intending to gain value over the years.

We own homes yet rent careers, moving from job to job and stringing them together to make a lifetime of activity. The location is often whoever is hiring; the maintenance is only when a weakness crops up; and the professional is considered only when all else fails.

Here’s a quick check to see if you really own your career:

    Your work matters to you, and you take pride in it.
    You use your talents and walk your values every day.
    You have a rotating one-year learning plan that you follow.
    You are paying for the learning yourself.
    Your career “path” is sketched out for 3 years, yet flexible if markets or your options change.
    You know the value you provide and you make it known.
    You know–always–the way to increase your value.
    You have a career coach who is a sounding board and supporter.
    You have at least 3 mentors from whom you learn.

If you really want to own your career, then pick one or two of the items above and put them in place. You’ll be able to do that more readily if you work with a coach who can guide you to developing a map that works for you. But the map only works when you do. Taking on the responsibility and being accountable for the follow-through is what really makes you a career owner.

Anything else is just hot air.

“Red-headed stepchildren” need not apply


[tweetmeme source=”JanineMoon” only_single=false]Short-sighted. Unconscionable. Foolish. Profligate. Asinine. Ignorant. And I’m just getting started.

How ludicrous is it that some Employers are deciding that the Unemployed are not good enough to hire? CNN Money this week posted an article that says this is becoming more common. While it’s apparently not illegal, I’d have to call it immoral or at the very least ignorant.

Do hiring managers really think that everyone of the almost 11% unemployed is in that position for performance reasons? How far removed from reality are they? Do these hiring managers really believe that organizations suddenly (and all in the same 12-18 month period) decided to retain employees based on performance rather than tenure, politics or laziness? (It takes some doing, after all, to collect the documentation to get rid of someone even in “at-will” states.)

How audacious that hiring managers (and the HR people who clamor to be their strategic partners) so inanely surmise that the talent to fill an opening could only be found in someone who is already employed.

Business just doesn’t “get it”

It’s been obvious for some time that many organizations don’t really “get” that their assets and capital for success in this economy reside in their people…and that the people own that capital. Unlike the last half of the 20th century where the assets were equipment and buildings and bricks that stayed put, when people today leave an employer, they take their brains and energy and talent with them. The buildings and equipment that remain are only the shelter and the tools to support the brains (and heart!) that create customer loyalty. It’s the talent within a business that defines excellence and competitiveness in a global marketplace. Our Economy of Choice is driven by the people who do the work, create new products and offerings and serve and retain loyal customers.

But, apparently, some Employers believe that only the Employed can make this cut. I expect this reduces the number of resumes to review. It also assumes [and we all know what ‘assume’ means] that anyone currently employed is a top performer…because of course organizations only keep top performers…no room for “B” or “C” employees these days.

And a top performer would want to work for you WHY, Mr. No-unemployed-need-apply-here Hiring Manager? Because you aren’t talented enough yourself to know that talent isn’t defined by employment? Because you aren’t influenced by labels? Because you aren’t smart enough to know why the U.S. has an unemployment rate of almost 11%? Because you’re blissfully unaware that downsizing, as in ‘across-the-board-cuts’ is the quickest way to impact the hallowed bottom line? Yes, you need some talent in your organization, Mr. Hiring Manager, but the talented won’t tolerate your prejudices and ignorance for long. You’re making your own bed and eventually you’ll lie in it.

Where are the Human Resources people who are Strategic Partners?

If ever there was a time to draw a line in the sand, HR folks, this is it. Strategically, to look only for new hires in the ranks of the Employed is right up there with selecting a physician who will tell you what you want to hear. S/he may not be the physician who can diagnose you, but you aren’t looking for the best–you’re looking for one who fits your parameters.

Where is your backbone, your courage to do the right thing…as well as the smart thing? Your job as a “strategic partner” with other organization leaders is to prevent those leaders from shooting themselves in the foot and to educate them about the concept of human capital. If you haven’t stepped up before, now is certainly a good time.

And, don’t use the excuse that “we need to weed out resumes somehow.” That’s a really lame and lazy excuse, and sounds like an “employee” reason not a “partner” reason. Partners do things to the advantage of the organization, even if it’s difficult and takes time. You should be doing the same.

Where are the Recruiters who know better?

I expect the first response from Recruiters is “that’s what my client(s) want…they won’t talk with anyone who is Unemployed.” To that I say Bunk!

Where’s your courage, your backbone to do the right thing? How could you go along with an Employer who ignorantly or even indifferently believes that hiring only Employed people is a good talent-attraction strategy? Seems awfully similar to someone who only wants to hire blonds but not brunettes. Or only people with advanced degrees when a college degree isn’t really even necessary for the position. Comes down to power, doesn’t it? “Because we can.”

It’s sad to think that we have all become so enamored with comfort and security that we are no longer willing to do the right thing. We aren’t willing to speak up and question or to provide another perspective because somebody might get mad. It’s no wonder that the employment market is in such shambles. It’s a “buyers market” precisely because employees have given up their perspectives in exchange for the illusion of safety. As long as we’re safe, we’ll do as we’re programmed.

And the kicker? We’re as safe as the Emperor who wore no clothes was covered: we’re only kidding ourselves.