Go Your Own Way

Perhaps it is just me, but I have always felt that if I saw the crowds all doing the same thing, I would do something different to stand out - and often I would do the opposite. I’ve never been a fan of strict conformity. I think being a little bit at odds with and rejecting strict adherence to convention is at the heart of innovation. Especially in the professional environment, one might conclude there is less and less tolerance for non-conformity when it comes to processes. By the very nature of this blog, wouldn’t you know it, I come right back to leveling an indictment at currently accepted / dictated hiring practices you’re supposed to follow.  

I’m not suggesting anything radical, just different.

• When everyone else is introducing themselves with a mouse click, I suggest people introduce themselves with a hand-delivered resume and a handshake.
• While others sit obediently by the phone or watch the email, two weeks following the delivery of your email, I suggest contacting the company to ask if they’ve received it and try to reach an appropriate party.
• When you interview, don’t limit yourself to responding only to an interviewer's questions, I recommend engaging them in a business conversation.
• When other people wait for a request for references I suggest people have them at the ready, in written form, and offer them at the end of the second interview, pre-empting a request with a gesture that says “Hey go ahead, check me out”.
• Let others cross their fingers and passively hope for an invitation in the days and weeks after their interview. I suggest right then and there, ask about the next step before leaving your interview and following up accordingly. 
• Instead of waiting passively with fingers crossed for a job offer, I coach people to ask for the job and to guide the conversation in just that direction. 

Yet there are many people who say, “Oh, I don’t know if I can do that, someone might not like it”. Like who, some administrative bureaucratic drone? That’s to be expected anyway because anything that disrupts their neurotically strict adherence to routine generates an expression of displeasure. Don’t get me wrong, I am not labeling all administrators as bureaucrats, just most of them. I have been an overtly proactive headhunter for over 20 years, and to get results I’ve learned how to probe and push right up to the edge, just short of crossing the line. In most cases, you can call the very next day and they won't remember you five minutes after you’ve spoken with them. If so, it is easier to ask for forgiveness than for permission in such situations. Business people aren’t so concerned and, ironically, if you can get through to them, the more senior they are the easier they are to speak with – that is, if you have something worthwhile to say when the opportunity presents itself. Don’t worry about upsetting bureaucrats; anything that interrupts their cup of coffee or online social networking discombobulates them anyway. As long as you act with professional courtesy you’re not doing anything wrong. I’ve learned that these rule books, about what is the accepted behavior, are a myth perpetuated by the very administrators to whom I am referring and has little to do with the smooth running of a company. 

I live by the phrase lead, follow or get out of the way; if you feel compelled to take the initiative in your own or your family’s self-interest, do it. If you need or want a job, fictitious protocols, propped up as being necessary, only serve those least affected by the rules. Take initiative - innovate. Playing by the rules is fine but, when they are only formulaic obstacles to your progress, break from the lock-step of others patiently waiting in lines that are going nowhere, collecting dust or worse.  

I’m not suggesting anyone abandon the current ritual of pursuing a job opportunity. I am suggesting, however, that depending on the situation, if your instincts tell you to be more proactive, do it and don’t be apologetic. Don’t talk yourself out of it because someone may give you a look of displeasure. If you do the same as everyone else and fail to choose to innovate and be different, don’t complain when you get the same results or the lack thereof. The moral of this story, and my message, is real decision-makers like those who take initiative.

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Yes, No, Maybe, or Something Else

When you ask questions and apply deductive logic, a yes means “yes”, no means “no” and maybe means “no” at this moment. It may turn into a yes later but that doesn’t help you now, today. When you are interviewing for a job or you haven’t yet reached the interview process, and you’re still just looking for opportunities, it’s the same. If you need a job today a “yes” would be nice, “no” is a bummer and a “maybe” is just plain frustrating. I suggest you might get more traction by asking the same questions, regardless of what they are, with a little better forethought.

There are five basic types of questions: Factual, Convergent, Divergent, Evaluative and Combination. But let’s simplify it and, for our purposes, I’m only concerned with close-ended questions and open-ended questions. Consciously knowing the difference and learning when to use one or another can help you, regardless of whether you are being asked, or you are the one asking the questions.

A close-ended question is one that elicits a simple yes or no answer. If you ask a lot of close-ended questions you will not get a lot of information and the conversation will not go far. By the very nature of this kind of question, it’s not meant to. When you watch television and see a courtroom drama, you will notice a lawyer will ask someone on the witness stand a close-ended question when they might say “Did you or did you not see who killed your neighbor?” The intention is to limit the witness’ response to a yes or no and cutting off and preventing any discussion. He doesn’t want details and the lawyer has steered the question and answer process to serve his intention.

Open-ended questions require an explanation. Open-ended questions are like the name says: they are open-ended requiring explanation that will help to gain more insight or better understanding. Let’s say for example, I want to engage a person in conversation who has no real reason to speak with me, and I ask, “Are you interested in considering a new job opportunity?” Their reply is possibly going to be “no”. That was a close-ended question. If I wanted to learn more about him, I might have instead inquired, “Tell me what kind of job would appeal to you?” That was an open-ended question requiring a more thoughtful response resulting in more information.

Determine, according to what will benefit you most, when to employ an open-ended or a close-ended question. When you want a black and white answer or a clear decision ask a close-ended question. When you want to keep the dialogue alive and extract more information, with which to make a better decision and prove yourself worthy of another interview, ask engaging open-ended questions. Conversely, learn to recognize when these methods are being used on you – and trust me, they are. A weak-minded or passive person might call these strategies manipulative, while I would disagree and simply call it an interactive and equitable conversational style. Interviews are never meant to be, nor should they be, one-sided. But it takes two people fully engaged to have an interactive and two-way dialogue. I am not exaggerating when I say most people with whom you are competing in the job market are like zombies, simply going through the motions. When sitting in front of a hiring official, their behavior is almost entirely reactive. I can assure you it doesn’t take much to set yourself apart from others, and it’s much easier than you think to make real impact. In the end they may not choose you, as there are never any guarantees but, take some initiative so when you walk out that door, unlike most others who’ll be forgotten five minutes later, you’ll have made an impact they’ll remember.

 

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Applying Sales Technique to the Interview Process

To begin, after my last posting I received an email from someone taking issue with the sales analogy I am suggesting. Then they went on to proclaim their years of experience, but at the same time complained they’ve sent lots of emailed resumes and never received any replies so it must be the fault of the market. Frankly, the email and complaint proves my point that some people just can’t and won’t get it. I suggested if they take issue, they should continue to do what they’ve been doing and, perhaps, if they cross their fingers and wish hard enough, everything will work out for them. You see, I am tone deaf to whiners and, for the record, I’m not trying to appeal to everyone’s sensitivities, because when you try to please everyone, you end up pleasing no one and get nowhere. My goal is to help people gain an advantage, an edge over the rest who keep doing the same things with the same results (or the lack thereof) and think that’s okay. If trying new approaches is too scary, then stay right where you are and keep on doing the same things. When you wake up, you can change your strategy whenever you so choose. So, where was I…

In any sales meeting, as with an interview, you don’t just lay a product brochure on the desk and expect this is all that’s necessary to get them to buy the product you are promoting. So, why then, do many people rely so heavily on a resume to speak for them? It’s the same difference, isn’t it? A sales person provides marketing materials and brochures, but they then set the stage by building and reinforcing their claim for what the product can do by presenting features and benefits to the customer. Ultimately they watch and listen for buying signs and then they ask for, or close, the sale. When you interview and your stated goal is to get a job offer, you are doing exactly the same thing. No ifs, ands or buts, this is the reality and a perfect analogy for what you are trying to accomplish. Perhaps you do not feel confident that you can do this or comfortable with what I am suggesting. If you know certain people who seem to have no problem getting a job, in a few cases it may be because they are just that good at what they do and have a resume that just glows with experience and accomplishment, but most times it is because they are very good with people, they possess good interpersonal communication skills. A small percentage of people just have it and it is a learned behavior for the rest of us. There are a lot of interview tips I can and will suggest but, for now it’s understanding the power of employing sales closing techniques and the differences between some of the more common “closes”. Once we accomplish this, then we’ll work on all the stuff in-between so that when you start applying some new things to your repertoire, you will be much more formidable when you compete with others during the interview process. You’ll be not only more effective but you’ll set yourself apart from the rest of the sheep who are content with doing the same things. That’s fine for them, but not for you.

Closing techniques are used through the process and at different times during an interview; they are called test closes. Think of yourself walking in the dark and reaching out occasionally to know where you are in relation to where you want to be. But primarily the close should be a critical piece of your strategy at the end of any interview to gain information about where you stand in the process; will there be a next step and what will it be. Of course, they might prevaricate for a number of reasons, but as a participant in the process, you have every right to ask for this information. It also communicates to them a few things:

• You are a proactive candidate who is fully engaged in the process
• You are demonstrating clear interest in the position being discussed
• You are taking some measure of control of your fate – as you should
• You are setting yourself apart from the majority of others

Most people do not even attempt to close the interview and the most they do is make a squishy attempt on their way out the door and say something like, “Thank you, I hope I hear from you.” Perhaps you’ve done this, I certainly did years ago but it isn’t very effective at leaving an impression that differs from anyone else.

There are many different ways to close an interview and we’ll discuss them but there are three primary closes I want you to learn to use. Which one you employ depends on the circumstance. They are:

• Direct close
• Alternate close
• Assumptive close

These are closing techniques every sales person knows. I’ll suggest examples and although there may be some people who differ a bit with my interpretation, it’s my blog, my interpretation.

 

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Closing the Deal

When you are searching for a job and interviewing make no mistake about it, you are selling a product and that product is you; your resume is your product literature and brochure. When you get your head around this concept you’ll see the hiring and interview process differently. What is a brochure supposed to do? It lists product features, what the product can do and the benefits that can result from obtaining and utilizing the product. But that is all a good resume is meant to do, to draw attention to the product for further consideration. A brochure by itself is rarely reason enough to attract a buyer and that’s where you come in.

How you present yourself is about much more than what you wear to the interview. Too many people think a good resume and some luck is what it takes to find a job and too many people rely on luck more than anything else. It’s easy to blame bad luck when you should be brave enough to look in the mirror for how to improve your chances. Sometimes timing, good or bad is a factor but if there is luck it is because you create your own. Don’t fool yourself and don’t pin your hopes on a lifeless piece of paper, it’s just a piece of the puzzle. In the best case your resume can open doors and help you gain access but once there is curiosity, when you enter the interview process and it’s your turn, you’re up, what are you going to do with the opportunity? How can you know if you are relying too much on your resume? Ask yourself what happens when at the beginning of an interview when you're asked, “Tell me about yourself”. If all you do is recite what’s already on your resume, then you are relying on it too much. And if all you are doing is reciting back what they already have, there isn’t much of a reason for you to be there, is there? It might be good enough and work occasionally but in a very competitive job market, relying on that strategy isn’t enough. Is this the best you can do? No, you can do much better if you choose to. As any accomplished salesperson can tell you selling is a process, there is a plan, you'll present your experience and abilities in the best possible manner while also watching and listening for buying signs to react to, so that by the end of the process they recognize you are the best solution.

Some people think applying sales and selling logic is tawdry or cheap as they might have negative perceptions about the concept of selling or sales people but I suggest that is a perception based more on a bad past experience and a lack of developed negotiating skills especially as it relates to closing the deal. Another attribute of a good salesperson is resilience in the face of rejection. If you are interviewing it is likely you will be told “no” more often than you will hear “yes”.

Provided that you are qualified for any job you are applying for, there are valid reasons why someone else might get a job offer instead of you. They might have more experience than you, they might have more accomplishments than you or a better education and experience combined, but losing in a close contest because they had better presentation and negotiating skills shouldn’t be one of them. This is one area you can absolutely influence and if you don’t invest a little time or are too lazy to better develop your abilities, then you don’t want it bad enough.

There are formulas for how to capitalize on a buying sign and other formulas for bringing a negotiation to an effective closure and they are known as “closes”. Are you familiar with using an Assumptive Close as a tool to help gain the next interview? Do you know how to use an Alternate Close to get a commitment? When is it the right time to go for a Direct Close? You might already be doing it without realizing it. In the next series of blog entries well talk about some of these, just some of the basics, how and when to use them. 

Another good trait of an accomplished salesperson; they believe in the product they are selling and have confidence in what they claiming it can do. Do you have confidence and think you are the best solution for the companies you want to work for? Prove it.

 

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Shortchanged Veterans

As a Veteran and on behalf of Veterans, in order to draw attention to the subject, I’ve intentionally posted this entry a few days after the fact. Veteran’s Day celebrates former service members, those who’ve already served and then returned home having hung up their uniforms and moved on with their lives. We celebrate current military members with Armed Forces Day and Memorial Day for those lost in war. On Veteran’s Day the glowing praise and concern in the media is as predictable as the date on a calendar. It’s nice but the following day it fades away until next year. It is an inescapable fact that more service members and their families are falling through the ever-widening cracks and to say they are being shortchanged is an understatement. Veterans are being left behind and forgotten with too many people turning a blind eye – except on Veteran’s Day.

In the mid-eighties, during what now seems like the good old days of the Cold War, I did very little preparation and I don’t recall any transition assistance or significant resources for out-processing enlisted service members. Back then, when you were a short-timer and a single-digit midget with less than ten days left to serve, you turned-in equipment, processed your paperwork and did the duffle bag drag back home. Although the economy was better in 1986 than it is today, I didn’t have difficulty adjusting but I was clueless about finding a job. Times have changed; the Internet helps, but it’s a different world since the early 1990’s, and especially these last 12 years, for military members, and there always seems to be a conflict going on somewhere and a constant and exhausting state of war. Fortunately, today there are programs for outgoing service men and women such as TAP and ACAP, assisting service members to better prepare for their transition. However, after their last paycheck and they return to civilian status there is little, if any, additional help and they are on their own. Military brass from all service branches recognize that the plight of exiting military members is a growing problem that will, no doubt, worsen during the next 10 years exacerbated by a further downsizing of 100,000 active duty members, in addition to the normal influx of those already leaving the military each day.

Granted, there are lots of people who are struggling and looking for work, but of the different demographic groups, Veterans have it tougher than any other. When military budgets are cut, do you think Uncle Sam buys fewer bombs and bullets? Perhaps, but before that happens they cut already austere “non-essential” programs and services for current military members and their families. There is some help coming from the private sector, for example, in the form of job fairs and groups like HOH (Hire Our Heroes) comprised of a mix of former military and civilian business people, making their contribution to lend a hand and provide Vets with more opportunity.

Adding another dimension to the obstacles Veterans face and worthy of note, in recent years I’ve observed - with the exception of on Veteran's Day -  the media makes a hobby of portraying Veterans as stressed out ticking time bombs, ready to pop on any given day. This unfair stereotyping has a ripple effect on their chances of finding employment in the eyes of interviewers. And please allow me one more comment about this; scores of Vets who also bore the physical and mental scars of war came home after the Second World War and helped build the greatest economy the world has ever known. Veterans have returned to work after every conflict since then and they are no different today. After their service, when Veterans return to the classroom, they routinely demonstrate they are more mature and focused than other students. When they go to work they are harder working, dedicated, willing and able to take on responsibility. They don’t want pity and, although I personally think they should be moved to the head of the line after volunteering their service when so many others don’t, at the very least they deserve a fair chance to be considered equally with other applicants without derision or attachment of undeserved stereotypes. Former service members appreciate a day of recognition, but what they and their families really want and need is real assistance and a chance to demonstrate why they deserve the same appreciation they received while in uniform.

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Overqualified Part 2, Strategies

My last blog entry went a little long but it is an important issue and, as such, I would like to offer suggestions for how to overcome this hurdle, if you run into it. Let’s say you have the opportunity to interview for a position and you begin to sense, or they come right out and use the “O” word, to suggest you might not be considered further. Don’t get defensive or feel insulted, they are simply doing what they are accustomed to. We’re talking about trying to get people to adjust their processes to provide you the benefit of the doubt. Getting in their face or acting hurt won’t have any benefit for you except momentary satisfaction for telling someone off, who hasn’t done anything to deserve your wrath. Here are a few tips that may help you. 

Check either before you attend or during your interview, how long has the position been open? If it is a relatively new posting they'll first likely want to see if they find anyone who fits their job description like a glove, which is understandably the best solution for them. But if the job has been open for a lengthy period of time, let’s say, for example, 10 weeks or more, dig a little deeper to learn why it remains vacant (refer to my 4th blog entry about asking what and how). If there is any reasonable level of urgency to get someone hired, then be ready to pounce. Let them know you are aware the job has been posted for a longer span of time than is reasonable, which suggests they are having difficulty filling it. Present yourself as a possible solution and then be prepared to demonstrate and explain why you are a good choice. 

When positions are left open, others have to multi-task to ensure unattended duties and responsibilities are covered. Divert enough people from their primary tasks and this impacts productivity and ends up costing a company. This is just one example, from a management perspective. Any way you look at it, positions left empty for a lengthy period of time costs a company money. During your interview, as you learn more about the role and why it is vacant, ask an interviewer, “How much is it costing the company to leave this position empty until the right person is selected?” Don't expect a real answer because the person you are speaking with likely has no idea, but you've made them take notice of you and you've somewhat shifted the discussion back to the job, and your ability to perform it. 

By doing this, do you recognize how you are now transitioning the interview from a screening session into a business discussion, presenting yourself as a solution? This is the kind of conversation and dialogue with which you should feel comfortable in engaging during an interview process, regardless of your level of experience. Get their attention off your birth date or level of experience and, instead, engage in a business conversation about solutions. If you are, in fact, qualified and suitable this is how you can demonstrate why your maturity and experience, as well as your ability to adjust and adapt to new environments, can positively separate you from the less qualified. 

Does any one method work every time? No. Every coach recognizes when it's first down with the ball on the 5 yard line against a strong defense, you’re going to have more than one play at the ready to reach the end zone. It's no different during the interview process. What I have described above is just one method or strategy to add to your bag of tricks to be better prepared for whatever they may hit you with, as you navigate the obstacles between you and your goal - a job offer.

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Overqualified, Oh Really?

With a sluggish economy, shrinking manufacturing, reduced staffing, not to mention half of all college grads can’t find employment, everyone’s competing over fewer jobs. Since the ‘90s middle management ranks have been decimated, manufacturing jobs are vanishing so it doesn’t take a mathematician to recognize there are more job applicants out there who are judged to be overqualified. Not only in the U.S., it is occurring in many other nations with depressed economies brimming with experienced workers, so why aren’t they given more serious consideration? Isn’t there an advantage and added-value to having workers who require less training and already possess valuable skills? Maybe, a weak hiring manager feels threatened by a more qualified job candidate, worried they’ll angle to replace their boss before long. Another reason could be an often correct assumption that an overqualified person will quickly grow dissatisfied and bored, or perhaps a company just plain doesn’t need that level of skill in a particular position. But I find these are not the most common causes for which good and productive people are discarded from serious consideration.

Typically, the moment an HR or company representative sees they cannot easily connect all the dots or it differs from their routine processes, they're thrown off their routine and become incapable of thinking outside their neatly arranged thought processes and ritual. If a job description requires 3 – 5 years experience, and the applicant has the right skills but 7 years of experience they are most often disregarded out of hand. In fact, I have noted under-qualified applicants are treated with more consideration than are those with experience exceeding what is called for in a job posting. Instead of thinking of ways they can capitalize with someone with an abundance of skills and experience, sadly the narrow administrative mind trumps innovative business considerations and they can’t get their head around anything outside the focus of their tunnel vision. To them I say, “Hello! The entire paradigm has changed the last few years”. There are some advantages in considering those who are easily dismissed elsewhere. Companies should find ways for capitalizing on the scores of exceptionally talented and experienced people who are available and interested in working for them. Even during this slow business cycle, believe it or not, I witness many companies that complain they can’t find qualified applicants. Oh really? They can’t find them or is it possible they’re overlooking those who can step in and do the job, today? I suggest these potential employees are hiding in plain sight and companies should open their eyes to the resources right in front of them, who are ready, willing, able and qualified.

Indeed, when most people apply for a job for which they are more qualified than the job requires, it’s likely they’ve already considered the reasons a hiring manager might object to their inquiry – so if they are still interested, why not consider them? It doesn’t take rocket science to conduct a little extra due diligence to expose applicants with alternate agendas. There are always those here and there at all experience levels trying to misrepresent themselves, that’s nothing new. There is no reason someone who has an additional few years of experience (read: expertise) should not be given equal consideration, and then compare them fairly with the other applicants. Shouldn’t companies celebrate anytime they can attract someone who might possess more know-how and experience; isn’t this a plus, especially if they are willing to accept the same compensation range as advertised?

If you are a seasoned job applicant who is experiencing then your task is clear. When you are face-to-face during the interview, be able to overcome being stereotyped or diminished by demonstrating why your abilities and experience translate into a benefit for the company. Is equal opportunity only about race, gender or lifestyle choice or should it also apply to those with a plethora of applicable experience? If your interest is sincere and you're not just looking for a place to gain a paycheck, you must be able to demonstrate why you should be considered in comparison with others. Have you kept your skills up-to-date, can you bring a benefit to the environment? Showcase past accomplishments in a manner the interviewer will recognize the value to their organization, so they can in-turn make a case to their boss for why you should more ahead in the process. Without backing it up with accomplishments, facts and figures, your years of experience alone aren’t enough to earn you extra credit so boasting, “…the way we did things at XYZ company…” isn’t enough. How can your past experience impact a new environment? Relating old war stories is not in what they are interested, can you help them to write new ones? If you can adequately present solid evidence for why you are as good a choice, or better than someone else who fits their little box, maybe then they might recognize the term overqualified, actually translates into eminently qualified.

 

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Career Coaches

During this difficult economic period from which there is no end in sight, some people seek to gain an advantage over others competing for the same opportunities. In some cases they are turning to consultants and personalized services; some are seeking help from people calling themselves career coaches. In and of itself there is nothing wrong with this approach, if indeed someone you are putting your trust in can effectively assist. However, I notice many have nothing to truly offer their clients and are often psychologists (not to be confused with psychiatrists who are physician specialists).

 

If you seek advice from a career counselor then, like any other specialist, you’d better qualify and check out their credentials and claims. It is possible that these career coaches haven’t an ounce of real world business experience and they are only creating another business model upon which to draw clients. In just such a situation it would be about as useful as your high school guidance counselor was when they spoke with you for a while, gave you a test and based career advice on the results. Sorry, but if you turn to someone for career coaching or counseling advice, they should be able to provide you with more than an ear and a shoulder; who knows, maybe they’ll tell you your current situation is your mother’s fault.

 

Ensure that any third party you ask for career advice has something worthwhile to offer, like real world, hands-on business experience. Utilize the right tool for the job. No doubt, Dr. Phil and Jack Welch are both very good at what they do, but who would you choose as your career coach? If they don’t have a track record of documented success in business, then they have nothing to offer to you.

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Are You Prepared for the Interview?

When I ask this question most people think in terms of resume preparation. Granted, the resume is an important component during your job search and interview process, but making it the primary focus of your preparation efforts is to considerably shortchange yourself. That piece of paper doesn’t speak, nor can it react and it doesn’t convey attitude, intent or interest – it’s a piece of paper. The current job market is more competitive than ever and it isn’t going to improve much any time soon, so if you want to maximize your chances of success, you must have more tricks up your sleeve and be better prepared than others who are applying for the same job(s). You need to make an effort to stand out and effectively demonstrate why you’re the best choice. You see, sometimes when the best candidate is not chosen, it isn’t because they’re any less qualified than others, but often because they were unable, incapable or unwilling to expound or elaborate on their own abilities and wrongly assume their resume would do all the talking for them. Are you getting this; it's a mistake that can cost you precious time and money.

 

Too much emphasis is put on having a pretty resume when in fact it is just one aspect of what you need to do. Hey, I’ve been doing this recruiting gig for 20 years, take it from me, if you want to raise your game to a higher level you’ve got to invest more, much more, attention on an aspect with which you can influence your own interview and communication skills. Even the best resume won’t get the job done if a person neglects developing their communication skills. On the other hand, with good, well-developed and practiced communication skills you’ll greatly increase your horsepower by validating your resume claims. I know people who always exceed expectations because they know how to present themselves well and the resume becomes a mere calling card necessary for administrative purposes.

 

I will, in future blog entries, dissect and analyze the interview process so that readers can better prepare themselves to stand apart from the rest of the herd mentality. But for now, I primarily want you to shift your thinking away from relying solely on a document as your best hope for helping you to get a new job. The current tech-heavy means of job hunting during the last 15 years has handicapped most people with their own abilities, which seems to suggest that after you submit your resume you should sit like a good doggy and wait, conditioned for a Pavlovian stimulus-response reflex awaiting permission for the next step. Most people barely make an effort to develop the much more important personal attributes and strategies with which they can provide themselves a higher level of confidence, making the resume during an interview more of an afterthought to be used more as a chronological reference sheet. Imagine that while others pin their hopes on a piece of paper, you’ll, instead, be able to be a fully-engaged participant in the hiring process.
 

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