I had a lovely email conversation with someone who wanted to hire a firm to perform phone screens. That just makes no sense to me. Here’s what happens when a hiring manager performs the phone screens:
When a hiring manager creates a phone screen script, the manager refines the essentials of the job.
Based on the conversation with candidates, the hiring manager refines the job analysis and job description, realizing what is essential as technical and non-technical skills.
The hiring manager can take the conversation in a variety of places, learning more about the candidate. The hiring manager can learn a lot about the candidate, in a very collegial way.
The hiring manager starts building rapport, which if you end up hiring the candidate, is important.
It’s ok if the hiring manager asks a technical lead to handle the phone screens. If the hiring manager works closely with HR and trains someone in HR, maybe that person can help with phone screens (I’ve never seen this work).
But if you really want a technical phone screen, you don’t outsource it. You do it yourself.
So you didn’t get the promotion. Before you look for a new job, ask why. It’s possible you’re missing something critical for that role.
Many years ago, I was working as a “senior member of the technical staff.” I was a tester, had coordinated beta tests, much of the testing work for the last couple of releases, and was working as the tester-project-manager and helping the project manager realize what her job was. My boss left the company. I was “obviously” the next one in line for his job. I didn’t get the job. When I asked why not, I was told “You’re too valuable where you are.”
That’s a non-answer. But I did talk to my new boss, and told her I wanted to know what I needed to learn to get the promotion. She smiled and said, “people skills.” Ok. Clearly not my strengths, but I figured I could learn. I told her I wanted her to teach me. She agreed.
I put away my resume and stayed at the company another 4 years. I learned how to be a great manager. I learned how to be a great program manager. I learned how to do strategic planning, both the stupid way and ways that made sense. I doubt I would have learned how to do any of those skills that quickly without my new boss’ coaching and mentorship.
Managers, telling people they’re “not ready” or “too valuable” is a cop-out. Provide authentic feedback, offer to teach/coach/mentor, and you will have a loyal employee who will amaze you.
I stayed because I asked why and because I learned what I needed to learn. If you’re frustrated with your job, maybe it’s time to ask why, before you go look for a new one. Ask. What can you lose?
Before my webinar last week, I was chatting with the organizer, and experienced project manager. He said that when he interviewed a project manager, and hear words such as “I control projects” that’s a red flag for him. No, he’s not an agile project manager–he’s a smart and effective project manager who realize that people control their own tasks. But he got me thinking about other red flag words.
When I hear testers say, “I control the release” that’s a red flag for me. Testers provide information. The release decision is way above their pay level.
When I hear business analysts (or anyone!) say, “I just know what the customers want. I don’t have to go back and talk to them.” Oh yeah? If they’re so clairvoyant, why doesn’t all software work the way I want it to?
When I hear architects say, “I don’t write code. I architect a system.” Oh sure they do. On paper. Or in PowerPoint (full credit to Venkat and Andy for naming these people PowerPoint Architects in Practices of an Agile Developer). Architects who don’t participate in product development are just as bad as house architects who never use the bathrooms they “design.”
Red flag words are an indication that the candidate is not sufficiently introspective about why the company pays him or her. You might still want to hire a candidate with red flag words, but you’ll have to work with that person to make him or her a fully valuable member of the team.
