A couple weeks ago, I shared with you an article from The Wall Street Journal on job “mulligans” and asked if you thought they were acceptable. Here’s the original post in case you missed it. The “job mulligan” defines those times when a person takes a job then immediately realizes they made a huge mistake. Instead of hanging out for months or years so the resume looks good when applying for another job, a candidate can take a “mulligan”. Here’s what you said:
Honestly, I wasn’t surprised by the response. Changing jobs isn’t the stigma it used to be. And admitting when we make a mistake (even if it’s hiring related) isn’t a red flag. But candidates should take note that, just like in golf, there isn’t an unlimited supply of mulligans at your disposal.
I did find it interesting that holding candidates responsible for their company choices rated last. And because this was a one-question poll, I started wondering why.
Is it because candidates aren’t getting a realistic job preview during the recruiting process? So we really can’t hold them accountable.
Or maybe because we view recruiting as “the company selects the candidate” not the other way around?
If you have an opinion, be sure to share it in the comments. Thanks again to everyone who participated. I really appreciate the insight.
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David Hunt, PE says
Let me see if I understand. If you stay at a company too long, you’re “stale”. If you switch, and do so too frequently, you’re a “job hopper”. So what is this magical time period range that’s now “just right”? Please share.
Patricia Frame says
Actually I found the category “but only if companies can get a mulligan’ most interesting. Are there really companies out there which have never let a hiring mistake go quickly? Because I sure know that a lot are making hiring mistakes.
Thanks, good post!
DA Hooligan says
I find it hard to put the total blame on the employee who chose the job. How does anyone really know what they are getting into until they dive in? So many factors are involved, from the company misrepresenting the job in the interview, to the new hire’s manager being a tyrant and bully, to even a bad culture fit. Not all of this is visible to the new hire the few times they have contact with the company before they start work. Mind you, I know there are plenty of job hoppers out there but this isn’t about them. There are legitimate instances where someone just really didn’t know what they were getting into. Cut them some slack.
David Hunt, PE says
There ARE ways to get some insights into a company’s culture. They’re not perfect, but… here are a few thoughts:
http://davidhuntpe.wordpress.com/2013/09/08/cultural-splinters/
Sharlyn Lauby says
Thanks for the comments everyone.
@David – Great question. Unfortunately, there is no magic formula. Some of it is driven by culture and much of it by the employee.
@Patricia – Very true!
@DA – Totally agree, sometimes a job change isn’t the candidate’s fault. On the other hand, I’ve seen plenty of employees jump ship at the first opportunity only to regret it later.
ben says
I totally have the same belief that the main cause is that on the time of hiring, candidate doesn’t get the actual job description and after sometime they realize their mistake.
Rod Kelly MBA CCP says
Like a marriage, all parties are usually on their “best behavior,” until after the wedding. It’s a given that neither party is fully aware of the “families” they have just married into.
However, contrary to counting “mulligans”, if employers will focus on what “talent profile” characteristics the candidate “brings to the table” by way of know-how, skills, competencies, and the “how” of their responsibilities execution (behavioral interviewing helps); and the candidate focuses on interviewing the employer for the “fit” of values, culture, and need for their “talent profile,” a successful “marriage” is increasingly likely.
Once the match is made, both parties are un-equally responsible for clarity of expectations, coaching for certainty of success, and reward and recognition.
In most cases, failure by employees to achieve expected outcomes falls squarely on the supervisors’ shoulders. When I prepare an employee performance review, I am conducting a performance review on my own planning, coaching and reward/recognition skills as the supervisor.
So, as an employer, don’t count the mulligans, assess the talent profile and values match. Most everything else is your responsibility. As an employee, don’t count your mulligans; know your ‘game’ and match your talent profile and values to that of the employer’s.