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The Hi-Tech Hiring Circus

The Truth About Hi-Tech Resumes and Interviews

One of the funniest parts of high-tech industry is its hiring procedure. The main components are the so-called professional resumes and interviews. Apparently, companies aim for hiring the best experts to enhance business, while individuals aim for best balance of salary and security. The huge number of resumes poses a formidable challenge for both parties. When those fortunate enough to get noticed and those fortunate enough to find someone who fits business needs sit down for interviews, sometimes a connection is made, and the lucky ones get hired for better or for worse.

While things may look logical and well-organized, there are a few little problems to consider: a) 80% of resumes are either outright lies or wild exaggeration; b) 80% of hiring managers are simply not qualified for the task of hiring, particularly in the areas of skill and personal evaluations; c) 90% of hiring managers prefer a candidate who is “comfortable to work with” over an expert in the field (whom they can’t recognize anyway). Qualified candidates must actually dumb down their responses to make sure the manager in no way feels threatened.

The math here is simple: there are four “digital” types of manager-candidate combinations in “professional” interviews. Their distribution is as follows:

  • A. A competent manager interviews a weak candidate – 10%
  • B. An incompetent manager interviews a strong candidate – 20%
  • C. A competent manager interviews a strong candidate – 2%
  • D. An incompetent manager interviews a weak candidate – 68%

These statistics may not be perfectly accurate, of course, but they are far more accurate than most exaggerations found in both resumes and executive biographies, and those experienced in either seat can attest to their reality. Let’s take a closer look at the subject. » Continue reading “The Hi-Tech Hiring Circus”

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A Pessimistic Approach to Surviving the Startup Environment

Can an Educated, Experienced, Creative Professional (EECP) Survive in a High-Tech Startup?

No.

There are, however, a few simple rules that, if carefully followed, could extend your stay, and may even help you win some temporary recognition from your managers and colleagues.

Rule 1 Never expect recognition for anything truly significant.

Typical startup managers have no clue as to how to distinguish major accomplishments. More accurately, the only kind of progress they consider significant is the kind that immediately generates an incoming flood of money (and a bonus). Your technical proposals and results, however convincing they may look to real professionals, look unclear and suspicious to management. It’s not malice, they simply have no way to evaluate the content (due to technical incompetence) or assess its significance (due to lack of vision). As a result, only minor, obvious, and non-critical accomplishments get recognized. Any time you propose something new, unusual, or–Heaven forbid!–a breakthrough, managers (and colleagues) will get confused. In this state of non-comprehension, their fear-of-competition reflex will kick in and you will be at risk of being sidelined, silenced, and/or removed. » Continue reading “A Pessimistic Approach to Surviving the Startup Environment”

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