I’m over five years removed from my last job interview, and I’m pretty happy about that. A big part of me hopes that I never have to go through the long and terrible process of applying and interviewing for a job again. Maybe some people get kind of a twisted thrill out of the process but, for me, it’s always been a painful slog filled with repetitive tasks and capped off by that ultimate show of awkwardness: the job interview.

Lying during the interview process it’s so common it’s almost not worth talking about. Some studies peg “the rate of lying on resumes or in job interviews at 20 to 44 percent. That includes lies about past degrees, jobs and responsibilities.” And that’s just outright lying — the kind that you really probably shouldn’t do, because it’s not entirely ethical. And it can get you fired.

Add to that, though, all the casual lying that occurs as part of the process. These are omissions, small mistruths and skillfully engineered negatives that become positives. Job education practically recommends applicants do this kind of lying: how many strategies for answering typical job interview questions recommend being straight-up? Almost none of them. Otherwise people would be answering that damned “What’s your biggest weakness?” question with honest answers like “punctuality”, “personal hygiene” or “a tendency toward white-hot rage.”

That never happens.

The job interview — and the whole hiring process, really — has become a game of deception and often lies. And Generation Y is the first generation to really embrace that. Because, hell, we’ve been trained to approach it as such by our boomer parents and our Gen X siblings and friends. It’s become a simple formula: play the game, win the company over, get the job.

The problem, of course, is that it never ends there. You have to go on to work at the job, and it’s there that conflicts arise. Because your employer will inevitably find out that you’re not quite so proficient in HTML/CSS, that your biggest weakness is NOT that you’re ‘a perfectionist’, that you’re not really a “self-starter with excellent communication skills” and that your “three years of management experience” really amounts to two years of summer camp and a string of nights where you were the designated driver to a group of very, very drunk friends.

And that tie you were wearing during the interview? A clip-on. That you borrowed from your dad. Then spilled coffee on.

I ask the question in the title of the post: Should we present ourselves more honestly? Wouldn’t it be better if job interviews were more like conversations, rather than performances, and we just lay our true personalities and views on the table? If they’re compatible with the company’s aims and vision, then you’re a strong candidate. If you don’t quite ‘fit’, you shake hands and move on. No trained responses, no fancy buzzword-heavy language, no creative spinning of experience — just down-to-the-brass-tacks conversation about the things both parties are passionate about it.

I think this would help us a lot as a generation. Gen Ys get a bad rap because we surprise employers. We’ve been taught to interview in a tell-them-what-they-want-to-hear kind of way, which doesn’t often gel with our true attitudes and work styles. So the employer has no real idea what they’re getting into when they hire one of us.

I already know the answer to my question, though: No. We can’t present ourselves more honestly. Because the other candidates won’t. They’ll continue to lie. So while we’re saying that we don’t really like to work before 10 a.m., they’ll be claiming they love to start the day at 4 a.m. with a 10-mile run and a stint at the soup kitchen. There’s just no balance.

I wish I had more answers. Is it smarter hiring managers? Is something rotten in the world of HR? Are some companies taking alternative approaches to the old interview equation? Let me know if you have any thoughts.

Photo by ld. Licensed under Creative Commons

I’m just coming off a mini-vacation (more posts later this week, I promise) but I thought this was interesting. From the Something Awful forums, it’s a thread about how to avoid “getting in trouble” for reading web forums at work.

At my old job, I had my own office and there was zero IT oversight. My new job has me in a cubicle–at least my screen isn’t facing outwards, but I still have little warning when someone will walk up to me (but at least I’m fast with Alt-Tab). I made friends with the IT guys, who basically said, “Don’t give us a reason to check your browser activity, and we won’t do it. We have better things to do.” So for the time being, looks like things are safe.

There’s also discussion in the thread about writing a browser plug-in that will insert random “business-looking” graphs and buzzwords into internet pages to make everything look work-related.

I still struggle to understand why this seemingly never-ending game of cat-and-mouse is worth it.

Interesting — if slightly familiar-sounding — article from The Guardian this past week: Generation Game. It’s all kind of a cliché at this point (”They are nicknamed the diva generation - high maintenance, out for themselves, lacking in loyalty, thinking only in the short-term and their own place in it.”) but they do touch on a theme I’ve been seeing a lot lately:

Some see the debate as pie in the sky. “The suggestion that Generation Y isn’t just different by degrees, but that this is a disruptive generation, is clearly constructed by someone who doesn’t remember the mods and rockers, the teddy boys, the hippies, the punks and the student revolutions in 1968 Paris,” says Valerie Garrow, associate direct of the Institute for Employment Studies.

I struggle with this idea, because there’s a ring of truth to it. I doubt any young generation in history has conformed easily. What makes Generation Y so different, when every other generation has essentially had to give-in and start playing the same game that’s been going on for years.

The boomers speak loudly about this, because they were quintessentially counter-culture. They were so loud and unwilling to conform that we still make movies about their exploits and adventures in the 60s. But look at them now: they’re Gen Y’s bosses, whining about our lack of ‘work ethic’ and our damned iPods.

Will history, in effect, repeat itself?

I can’t answer that definitively. My time machine is mostly useless. But my gut says it won’t. I think some sectors will see more change than others, but I think overall Gen Y will work as a change effect across the board. Primarily, it’s demographics. We’re in a climate where employees are given little alternative but to look closely at Generation Y when hiring for prime positions. (This goes a long way to explain why we’re so often described as cocky and brash, too.)

More than just demographics, though, I think one of our chief qualitative differences is that we, as a generation, find our nonconformist roots not in anything societal or political but rather (mostly) technological. It’s a little less noble, but more laden with potential.

With the 60s, business didn’t have any real need to change to accommodate younger workers. Because they didn’t really need them. And, well, the changes the then younger generation was asking for seemed so out-of-this-world. The boomers asked for change, but it was not specific — it wasn’t backed up with real, tangible solutions.

Technology is the game changer, because technology is change. For better or for worse, all of business is going through change as a result, and now, as a Generation, younger workers have the opportunity to drive that change.

That’s new. That’s different. That’s powerful.

Generation Y Veneration has some predictions about working from home:

Despite the ability for many people in my industry (and other industries) to work from home everyday if they wanted to, they don’t.

Why?

Because nothing beats a face to face conversation.

I think it’s dangerous to conflate ‘working at home’ to ‘never leaving your house for work-related reasons’. The Generation Y-fueled change is not necessarily a shift towards impersonal business, but rather toward increased fluidity between work and life. Depending on the industry, your office can be a kitchen table, a coffee shop, a hotel lobby or a rented meeting space. Or, when it works, a virtualized online space.

It’s about being flexible and being open to new ways of work. Because, really, is there any real logic to the belief that work needs to be done collectively at a physical location with a water cooler and fluorescent lighting?

The aforementioned post by Ryan Healy sparked off a whole bunch of comments, as posts on Brazen Careerist tend to do. One, in particular, by a poster calling himself ‘jrandom42′ sparked some thinking.

The comment:

Bluntly put, nobody gets a free pass on anything, until they can prove to me that they can deliver results that positively affect my goals and bottom line.

In other words, show me you why deserve these exceptions from what everyone else has to adhere to, and then we’ll talk. And it’s still not guaranteed you’re going to get any of them.

I think this is a dangerous attitude that’s been cropping up a lot as this Generation Y hysteria works its way through businesses. It’s almost as if there are three stages of reaction to Generation Y in the workplace.

It tends to go:

1. Shock & Outrage - “When I was your age, I was damn lucky to get the job I had! I worked sixty hours a week breaking chunks of coal with nothing but my forehead. And at the end of the week, when my boss came by, I said THANK YOU.”
2. Dismissal - “Ha ha, whatever you say, kid. You just wait until you get a little older and see what’s out there in the REAL WORLD. Then you’ll be singing a different tune!”
3. Begrudging Acceptance - “Okay, sure, whatever. If you want to be a lazy jerk unlike EVERYONE ELSE IN THE HISTORY OF WORK than I GUESS you can have some slack. Provided you prove yourself to be a model employee under our current structure first. I’ll do you a FAVOUR.”

I think getting to stage three is enough for a lot of Gen Ys. Even though it comes with some passive aggression, at least your boss or manager is giving you the freedom you need. And, sure, it kind of sucked to have to slog through energy- and morale-sapping months to “prove yourself” but, if you’re creative and talented, you got through it. And then you were able to develop a situation that gave you at least some of the work-life balance and structure you were looking for in the first place.

But this isn’t how it should be.

Generation Y is not asking for special treatment. We’re not asking that you give us freedoms that other employees don’t have. Absolutely, things need to be broken down based on the type of responsibility of each job — if you’ve been hired to answer phones or paint cars, you probably can’t work from home — but that doesn’t mean things can’t be flexible, equitable and universal. Everyone who works for you should be afforded the same arrangement, within reason.

Quite frankly, this is the only way it can work. If you start letting your 23-year-old employee go home early because that’s the way he works best, your 10-year-veteran sales person who likes to stay a half hour after work hours just to show the bosses how dedicated he is (this is absolutely GROSS behaviour, by the way) is probably going to get upset.

Which tends to be where it gets complicated.

Look, I’d never argue that management is simple. With multiple generations in the workplace, it’s only going to get more complicated. But going the easy route, where you set blanket policies and only give flexibility when your younger employees demand it, is not a viable solution. To truly make the intergenerational office work, Generation Y needs to accelerate change for EVERYONE in the office, not just themselves.

Photo ‘Office Hours’ by shawnblog. Licensed under Creative Commons

My post last week on using Facebook at work generated quite a stir when it was made top story at Brazen Careerist. Apparently it’s a touchy subject. Who knew?

Great post from Ryan Healy over at Employee Evolution:

When you were an entry level worker, maybe you wouldn’t have dreamed of calling your girlfriend to say hello right after lunch or dialing up your mechanic to schedule a time to drop your car off for service. But work and life are no longer two distinct entities and this goes for both the office and at home.

Related: Older Generation needs to let go of rigid definitions of ‘work’

An article in IT World about Five ways to make your company Gen Y friendly struck a bit of a chord with me this morning. This point especially:

Narrow the rungs of the corporate ladder. Millennials are willing to work hard, but when it comes to moving up the ranks, they want to do so quickly. According to the study, 51% of Millennials surveyed believe professionals entering the workforce should have to spend only one to two years proving themselves in entry-level positions. That means you aren’t likely to attract or keep talented Gen Y employees by requiring them to spend years “paying their dues.”

First, I was glad to see that most Gen Y employees still believe in spending one or two years working at entry level. While I’m sure there are some that would be content staying at that level longer, I find that there’s a large group who also feel like they shouldn’t have to work entry-level at all. This is a ridiculously dangerous attitude.

Second, I think IT World makes a good point about “climbing the ladder.” I’d add that I don’t think it’s so much about the speed at which one climbs the ladder, but rather that opportunity is given equally, and that any decisions made are based on performance and not how long someone has been with the company.

When someone gets a bonus or a promotion for being with a company for five or ten years, they often call it a “loyalty” thing. But I don’t really agree. I think it’s only a longevity thing. There’s nothing truly loyal about staying in the same place for a long time. And, in fact, true loyalty — the kind that actually can impact a company’s bottom line — doesn’t have a lot to do with accumulated time.

True loyalty is sticking with a project even when things get bad. It’s going the extra mile to fix a mistake that could make the company look bad. It’s using so-called “personal time” to learn, create and promote — to better yourself in ways that better the organization.

Ultimately, it’s the small acts wherein you put your employer before yourself that make one loyal.

Employers: reward that. And if that happens to line up with someone who has been with your company for five, ten or twenty years, even better. But be careful about simply rewarding longevity — there’s nothing really difficult or impressive about sticking with a mid-level position, working in auto-pilot, for decades. And if Gen Y sees that that’s all you really value, you’re not giving them much of an incentive to show you any real loyalty.