Have you ever applied for a job you thought you were perfect for, and then heard nothing? Have you ever gone on a job interview, thought you nailed it, and got total radio silence? The answer to both of those questions is probably yes. You’re left wondering what you did wrong and what you could do to better next time, but no one will tell you. In fact, even if you ask directly for feedback, you probably won’t get any.
But to prove that no good deed goes unpunished, Non-Compete, Trade Secrets & Unfair Competition Attorney Jonathan Pollard went out of his way to give feedback to an applicant and got a terrible Glass Door Review in response. The candidate wrote:
Jonathan Pollard is one of the rudest and unprofessional hiring managers I have ever encountered in my job seeking experience. After applying for the job, he sent me a one-paragraph critique of my writing samples, instead of simply telling me that my experience is not the right fit for his firm.
What this candidate didn’t realize is that Mr. Pollard did her a huge favor. He could have done what she wanted, which is just hit delete on her resume with a generic rejection letter. But instead of doing what she wanted, he did what she needed.
To keep reading, click here: If All Hiring Managers Were Like This One, We’d Have an Amazing Workforce
This article reminded me of the the feedback I got when I hired a “head hunter” to help me find a job. I would be put into different situations on camera and then my ” performance ” would be rated and discussed. Plus my resume was evaluated as to presentation for specific job needs. I never took the job offered by headhunter because of the payback off my salary but the feedback was excellent training. We need more access to feedback or we will never see the difference between what we preceive ourselves and what is actually seen by others.
Way to burn bridges! She could have accepted his criticism. She could have deleted his email and told her friends he was an ass. But she had to show her lack of judgment. Wow.
For the love of all that is holy! Kids, please remember that the internet is forever and the internet doesn’t care who might see and pass on what you post.
Not only did this brat burn a bridge with this firm, but she just went on the radar of a lot of other employers, too.
I don’t see that Glass Door review as either “terrible” or “scathing.” By including that he had provided a critique of her writing sample, the reviewer informed others of the major service he had provided her, even though she — apparently — failed to recognize it herself. Other applicants, though, will. Had she just accused him of being rude and unprofessional, without giving that example, the review would have been “terrible” or “scathing.”
I don’t think the real problem is that he provided a critique, just more of the manner in which he did it. If you read his post, he essentially came off sounding like a pretentious asshole. (Really? You needed to mention your CORNELL undergrad professor?) I personally wouldn’t want to deal with him in business as he’d be an unending nightmare. As an employment lawyer, let me promise that we’re not all like that.
I agree her writing sample wasn’t that good, but he comes across as condescending and defensive. Not every person wants to hear constructive criticism, not all feedback is valid. Hiring is so subjective anyway. I worked with an absolutely terrible manager whom everyone loathed, but “she gave such a great interview!” An interview shows how well a candidate interviews; I don’t know why they’re given so much weight. Sociopaths can interview very well because they know how to manipulate.
For someone so eager to criticize, Mr. Pollard’s writing could use some editing. He changes pronouns from “their” to “her”, uses semicolons in place of commas, and the greatest sin of all, he writes “literally” when he meant “actually.”
I totally agree that his writing leaves a lot to be desired, and he could have been nicer with his feedback, but he gave feedback, a totally rare thing. This applicant now knows some things she didn’t know before. It’s her choice whether to say “hey, he’s a jerk, I’m going to ignore him,” or say, “he’s a jerk, but he has a good point.”
Yes, it wasn’t what he said but how he said it. Calling her work an “absolute monstrosity” – it’s over the top.
If you read the candidates response it gives the impression he was told, not asked.
If you are not going to hire someone, tell them in person or on the phone.
I’m not the greatest writer by any means and yet I am published. Not because I’m a great writer, because I had thoughts and ideas unlike anyone else in my industry. Instead of publishing this out in the open I presented it to a publisher in my industry that required a review process.
And it was brutal, but honest. I made all the changes requested but without comprise to the intent of the message. I learned.
I learned several things. I learned that I should have paid more attention when it came to grammar and many other related things.
Not my area of strength. Despite my intent to help and educate, my message was coming across or not understood. And like myself, they had a reputation and standards. Rules. Otherwise, what is the point?
Anyone can write something and publish online.
I went with the option that strengthened my weakness.
Honestly, I thought he came across poorly. Providing unsolicited feedback is one, irritating thing, but providing it with that tone? And I truly doubt he’d have done that with a male applicant.
He did her a favor, alright, but more along the lines of letting her (and now a bunch of people on the internet) know he’d be terrible to work with.
And the repeated name dropping of his Uni? Reminds me of Andy from the Office.
The word “mansplainer” was invented for this guy. He can’t even spell awkward or millennial, yet he expects the applicant to show him gratitude for insulting her.
Since when did Attorney’s become hiring managers? After numerous requests, I agreed to take a management role. Once I did that I found and read all the management and leadership books to hit the best sellers list for the last 3 years.
Then I read the Worst manager books.
Then the HR books… you can say this but not that….
Then, I hired 30 people (one example). And to do that, I wrote a 5 page job description that was handed over to 19 recruitment companies (not HR).
Based on what I got back in return, I narrowed that down to 3 people that could match the requirements to the candidate.
On average I had interviewed 1 candidate every 40 resumes.
When the interview as over, I made them an offer or face to face made it known their was no offer. And the majority of those candidates already knew. I simply treated them as I would wish to be treated and that is simply stating the truth. If they asked why, I told them. By the time they left, they completely understood “why”. I eliminated the wait and pray period. I did the opposite of what I despised. Leaving people hanging, wondering, hoping – to avoid doing the right thing.
I was one of 4 global enterprise architects at the time. And that wasn’t going to change, leadership was asking for my help and was supposed to be a short term arrangement.
Every person I made an offer to accepted despite the strings attached. All of them were employed at the time.
The strings attached were non-negotiable. The bar is set high. I’m offering you a position because you are strong in these areas and I am building a team comprised of people strong in these areas but recognize they are weak in others and part of your job is to train those on the team weak in the areas where you are strong and become strong in the areas which you are weak.
This way, everyone has a life, vacation time, without impact to our customer which is why we exist.
And I will never ask you to do something I cannot do myself. And I my expectation is that you question me any time you disagree. Debate is a good thing. But if you are going to disagree, be prepared to back it up.
And on the first day on site, the first question I ask is what do you need to do your job?
I never missed the one on one meetings despite the # of people.
And despite the contradiction, the customer was wrong unless proven otherwise. If my people did something wrong the team did something wrong, no one was singled out and no “name” was given. The one thing missing most of all was not having the back of people you presume to manage.
A “manager” success or lack of it is at the mercy of the people they manage. And by manage I mean, a piece of paper and org chart.
I based my success on their success. I listened and learned. I delegated out tasks like all managers should but required a action plan and explanation prior to approval. Instead of being critical of it not meeting my standards, I asked questions that led them to the right answers. The more I did this, the less questions I had to ask.
And together we broke records and won awards. Today, they are all managers. One is a CIO, several others SVP.
Does that qualify me as a hiring manager? Perhaps. You will have to ask the people I hired.
If the candidate had asked for an explanation, maybe.
Giving them one and keeping it subjective. Absolutely wrong.
I’m not convinced that was done in the best interest of the candidate.
It “sounds” like someone that was insecure and where they felt the need to justify their own action by explaining why they thing they are right. For their own personal satisfaction.
You don’t send someone a critique to help. It was sent as an alternative to telling that person face to face – your not a fit here but that is not a judgement.
Then, if they ask why – you tell them. Face to face.
And it better be based on the facts. Not your opinion or suggestions of where you might have gone wrong.
Not only was it wrong, the generic rejection letter was the lesser offense.
If you want to correct someone that you believe could have done better – hire them first. Then help them.
As a hiring manager you have duty to the people that comprise the company to hire the right people and maximize their strengths and strengthen their weaknesses. And the people that don’t get hired, you owe them an answer. Whether face to face or minimum a phone call. If they ask why, they deserve the truth. The truth is not a judgement, it is not right or wrong, it is not subjective, it is not your opinion.
If people know the truth, they then have the option to improve when given facts alone.
Leaving them in a state of guessing, wrong.
Telling them what you think they did wrong without asking, unacceptable.
That is not a “hiring manager”.
Not by any measure.