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Home > Management Training Articles > Resume Management Services
Is a Resume the Abacus of the 21st Century?
Is a Resume the Abacus of the 21st Century?
When it comes to assessing “human capital," resumes
just don't add up
In the old days…when "hardware" referred to hammers
and nails and a conversation about "software" usually
included the topic of cashmere sweaters…a resume and an interview
were all that was necessary for hiring managers and recruiters to
identify top candidates for their companies. However in today's
technology-driven marketplace, says staffing professional Eva Jenkins,
"Companies who want only the very best people on staff -- people
with the right skills and the right background and education and
the right temperament -- are starting to realize that it takes more
than a resume… to peel off the layers of an applicant in order
to make the very best possible hiring decision."
Jenkins believes that for job seekers, but more importantly, for
recruiters and hiring managers a more comprehensive, multi-faceted
approach to staffing is vital. "Assessing 'human capital' for
value, potential growth, and ultimate value is a challenge,"
she says, "but the return on the investment of time and energy
in the hiring phase can pay off handsomely for years to come."
Jenkins believes that the importance of "investing in 'blue
chip' employees" and the far-reaching effects quality executives
and staffers have on the success of a business warrant a "more
thoughtful, measured, and multi-dimensional approach to hiring.
"
Techno-Assistance
Although technology is developing tools that enable companies to
better attract, select and hire their employees,
the philosophy at VIP is that an "industry standard" for
recruitment is still a ways off. "I think that an electronic
system sophisticated enough for recruiters and hiring managers to
use for collecting hiring data that will lead to choosing more qualified
personnel in faster time frames is probably at least 5-10 years
in the future," says Jenkins. Until that time, Jenkins believes
that some technology originally designed to assist managers may
actually evolve to a point where it works against them.
The recruiting marketplace is rich with products and providers intended
to streamline, simplify, and improve hiring, but there is "more
duplication than innovation," says Jenkins. They also lack
the capability to be truly effective in the most critical phase
of all -- "human capital acquisition."
One obstacle in the "acquisition" process is that recruiters
and human resource professionals have not yet fully defined precisely
what they need. Compounding the problem is the "disconnect"
that often exists between the hiring managers' job function and
the needs of a company.
ATS Gone Bad
Executive Recruiting firms and so-called "hiring authorities"
who were being inundated with paper and electronic resumes have
turned to assessment tracking systems (ATS) to pick out only those
resumes rich in specific "buzz words" related to the position
that needs to be filled. Although the winnowing out process can
be time saving, too often "perfectly good qualified
people cannot even get their resumes read because of all
this nonsense," says Jenkins. That's tough on job seekers,
but companies are the real losers, she points out.
Recruiters Gone Mad
In response to technology that targets keywords like a heat-seeking
missile, many recruiters continue to urge job seekers to modify
their resumes and bulk them up with keywords related to the job
description of the position they're vying for. "To me this
is a real sin," says Jenkins. "Why would you tell a person
to modify his or her resume to mirror the job description when there
is so much more to a position then most poorly written job descriptions
begin to address."
From the in-house perspective, Jenkins wonders how companies can
truly evaluate the potential of their "human capital"
if their selection process is so flawed. "It's too dangerous
to base decisions on the information in a document that's been created
to look and sound right for the job…even when the candidate
isn't," she warns.
Those "Little White Lies"
According to a number of sources, resumes are not a true reflection
of the person. Statistically, the number of people who tend to exaggerate
their backgrounds and experiences is staggering.
In an April 2004 online survey conducted by the Society for Human
Resource Management, 55% said they found inaccuracies in the resumes
they reviewed. More than 44% of respondents to a Korn/Ferry online
survey said they believed that resume fraud among executives
is increasing.
Beyond Resumes
Jenkins acknowledges the problems that exist for employers and job
seekers, but notes that there is a range of options to make the
process more effective. One strategy she recommends to recruiters
is to create job descriptions that "actually tell a story about
a position." Instead of vague generalities, a description that
outlines "what that position needs to accomplish within the
next 6-12 months and what is expected long term is a good start,"
she says
And Jenkins is quick to point out that harnessing technology, rather
than being victimized by it is important. "Electronic profiles
which extract only those exact experiences, skill sets, education
which can be background-checked and referenced
is the next good qualifier," she says.
However, according to Jenkins, the real litmus test for
the value of human capital is a mix of assessments that
measures the "total person." For VIP Staffing and VIP
Innovations, Jenkins says, "I interview the
executives several times, write my own executive profile,
have them take one of my assessments, and conduct
background and reference checks."
Only after this exhaustive, in-depth process…the antithesis
of the "we forward all resumes" recruiters -- does Jenkins
agree to represent a candidate. "For my business to succeed,
I need 'perfect matches,' not people who are just 'good enough.'"
She believes that companies looking for long-term, low-turnover
employees need to put in the same level of time and effort.
Outsourcing Assessments
What's the best way to hire? There are more questions then answers
now, says Jenkins, but there is much "improvement needed from
all sides." Technology seems to be the only real crucial way
to make sense of all this mess, but first we have to make sense
of the technology. And even then, the "human touch" will
always be an important part of assessing human capital.
Jenkins acknowledges that not every single recruiter, human resources
manager or hiring manager knows how to conduct interviews, administer
assessments, background checks, etc. Even if they have tremendous
experiences with one set of tools, she says their toolbox may be
a little light when it comes to having everything that's needed
to ensure a truly accurate hiring decision. "I think that's
why companies like VIP are doing so well," she says. "Our
clients turn to us to help them navigate the constantly changing
waters of recruitment…and to keep them off the reefs!"
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