Overcoming Employment Barriers (Part 3 of 4)
Hope & Practicality from Elisabeth
Elisabeth (Harney) Sanders-Park is co-author of No One Is Unemployable, The WorkNet Model and the WorkNet curriculum, and President of WorkNet Solutions
Step Two: Get Some Perspective on the Barrier
I’m in the midst of sharing our three-step process for identifying and overcoming any barrier to employment (based on our book “No One Is Unemployable”)… from too much education, to too much criminal history, and everything in between. Here’s the process:
1. Identify the barrier. This means thinking like the employer so we catch anything they may use to screen-out, and recognizing and reducing candidate fear (covered in Part II).
2. Get some perspective on the barrier. This means understanding the candidate and the employer’s perspectives on the barrier (covered below).
3. Develop effective solutions. Based on the first two steps, this means developing solutions that are true and sustainable by the candidate, and satisfying to the employer (covered in Part IV).
Once you’ve identified a barrier, and before you can develop effective solutions, you must get some perspective on it! Whose perspective? That of the two most important parties in this process, the employer and the candidate. Notice we are not on the list! Our professional opinion is only helpful as it corresponds with the employer and/or the candidate’s perspective. Too often, we jump from step 1 to step 3. We see a problem and immediately begin developing solutions. However, without first clarifying the candidate’s perspective, we risk developing solutions they don’t own and use, that aren’t true of them, or that work only as long as we’re in the room. And, if we fail to get the employer’s perspective, we risk developing solutions that work for us and the candidate but don’t satisfy the employer. What a misuse if time! So, here we step aside and facilitate the process by which we and the candidate become clear on their and the employer’s perspectives about the barrier.
Clarifying the Candidate’s Perspective
In our experience, candidates tend to feel one of four ways about a barrier. They believe it:
• CAN be overcome – They agree it’s a barrier, and think it can be overcome.
• CAN’T be overcome – They agree it’s a barrier, but think it can’t be overcome.
• Is the EMPLOYER’S PROBLEM – Whether they agree or not doesn’t matter, because it’s not their problem.
• Are UNAWARE – They either don’t realize the issue exists or don’t think it’s a barrier to employment.
Don’t assume you know the candidate’s perspective! Too often we’re wrong because we assume people think like we do. It’s misuse of time. Watch, listen, and ask the candidate what they think about the fact that this issue may keep them from getting the job, negotiating a higher salary, getting promoted, moving into leadership, etc. In assessing the candidate’s perspective, I like to suggest a range of options to validate whatever theirs is. “What do you think of that? Does it surprise you that it’s even an issue, are you urked that the employer would use it, or does it seem reasonable that we’ll just have to overcome it? Where are you at with this?” We also use our Overcoming Barriers Card Sort Game to identify and overcome barriers, including allowing the candidate to identify their perspective on each barrier they face. However you do it, get a clear and accurate sense of the candidate’s perspective about the specific issue. This gives you a starting point for clarifying the employer’s perspective (if needed) and developing solutions that will work for the candidate. Here’s a thought on what to do it the candidate believes the barrier:
CAN Be Overcome – Great! Simply clarify the employer’s perspective as needed and proceed with developing solutions.
CAN’T Be Overcome – We’ve never encountered a barrier that couldn’t be overcome to allow the candidate to job search and work anyhow. Chances are there are people in your community with the same issues who are successful today. But, if the candidate feels it, it’s real. When a candidate thinks they face a barrier that can’t be overcome, they may become overwhelmed, hopeless or disengaged. You may see disconnection, sabotage, or depression. Try introducing them to someone who faces similar barriers (age, gender, work history, criminal history, etc.) and has reached similar goals (working, running their own business, in leadership, etc.). Once they see that the barrier can be overcome, proceed with developing solutions.
Is the EMPLOYER’S PROBLEM – To a great extent, if the employer thinks it’s a barrier, it’s a barrier because it can keep the candidate from getting hired. There are two ways to move a candidate forward if this is their perspective. Educate them on the employer’s perspective so they can decide whether to adjust their own outlook (we use our card sort game and PADMAN so it’s not personal, see Part II). If they adjust, develop solutions accordingly. If after learning the employer’s perspective they are unwilling to adjust, they should identify and pursue employer’s who don’t consider the issue a barrier (see “Change Where You Look” in the next article)
Are UNAWARE – Part of our job is make candidates aware of what may hold them back and help them develop solutions. If they seem unaware, let the candidate know that you stepped into the employer’s shoes and noticed something that may cause problems, and ask permission to share it so you can brainstorm together to develop solutions. Once they become aware, get their perspective on it (one of the three above), and proceed.
Clarifying the Employer’s Perspective
We recommend starting with the candidate’s perspective and sharing the employer’s perspective as needed. Some candidate’s will be aware of the employer’s perspective, for others it will be new and even shocking.
One of the keys to getting hired, being a great worker and developing a career is understanding the employer’s perspective. Over the last 20 years, we’ve not only learned the employer’s perspective, but also figured out how to teach it to candidates. The key is to understand the potentially negative impact of an issue on the employer’s bottom-line. Here’s how we get there.
Think Concern & Need. To be hired, a candidate must both reduce the employer’s concerns about them, and prove they can meet the employer’s need. If they reduce the employer’s concerns but can’t meet the needs, they’re not a risk but they’re not worth the money. If they can meet the employer’s needs but concerns remain, the employer will likely find someone else. Reduce the concern and meet the need.
Think PADMAN! PADMAN reminds us of the six most important areas of employer focus (that is, concerns and needs). Any interview question, any reason an employer hires or fires, promotes or demotes comes down to their concerns and needs in these six key areas… Presentation, Attitude, Dependability, Motivation, Ability, and Network (for more information, see Part II).
Think Bottom-line. Employer’s take everything down to the bottom line, and if the candidate wants to be hired, they should too. Barriers are barriers, not merely because the employer doesn’t like people who are late, have criminal history, are highly educated, have been fired, filed a worker’s comp claim on their last job, etc., but because these things may negatively impact the bottom-line. They are barriers (i.e., the employer will use them to screen-out) because they can cost money!
Imagine a job seeker who is regularly late and sometimes doesn’t show-up. If the employer finds out, they may screen them out, but why? Because the employer is concerned that they will have to pay another worker overtime, divert higher paid staff, or bring in an expensive temp. If they don’t spend this extra money, they risk reducing productivity or being unable to satisfy customers.
Imagine a job seeker with extensive education but little practical experience. This is considered a barrier, but why? Because the employer doesn’t know that the person can do the job, may be concerned that they value knowledge over performance, may have to pay more to hire or retain the worker because of their education, and may lose the worker to a better offer and have to re-hire. All of this costs money!
So, in Part II I shared thoughts on identifying barriers to ensure you everything that may be used to screen-out a candidate (including their own fear). Here you have some ideas on how to get the key perspectives on the barrier. Now you’re ready to develop effective solutions! We’ll cover this in the next article. Until then, remember that this process is much more about the candidate and the employer than it is about us. We’re here to facilitate, educate and match!
This article appeared originally in the Career Planning & Adult Development Network Newsletter www.careernetwork.org
Photo by Adam Moss
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