Engineering Inc. - May/June 2004 - 16

 If we hire someone who does not exhibit that collaborative spirit, it
stands out right away. TRISHA PASQUINI, MALCOLM PIRNIE It was a complete
disconnect,'' said Mazza, manager of employ- ment services at Malcolm
Pirnie, whose staff of more than 1,300 across 50 offices provide clients
with comprehensive engineering serv- ices. The resume communicated
messages about his experience that were just not accurate. Welcome to the
world of recruiters those who screen, interview, check up on and
ultimately hire or don't hire people for some of the most prestigious
engineering firms in the country. It's a task that requires careful
questioning, thorough investigation and sharp instincts. The reward for
doing this homework: hiring employees who con- tribute to the firm's
growth and reputation and who themselves grow in their careers. The
consequences of failing to do that homework: Lost time. Wasted money. And,
if you end up hiring the wrong person, possibly even a damaged reputation
for your company. For us, the most important impact in making a poor
decision is to the reputation of the firm, says Mazza. When people leave
us, they are in essence ambassadors for our firm. So we want them to leave
us with a positive impression. Rating Resumes The fundamentals may seem
obvious: You need someone with the skills, experience, background,
education and certifications to get the job done. You have a pile of
resumes in front of you, and all you need is to find a few with everything
you're looking for. Sounds easy, right? But, as basic as all that sounds,
managers can ignore important steps in examining a resume. For example,
has the candidate assumed jobs with increasing responsibility? Or does
there seem to be a lot of lateral movement? Even if the applicant had
increasingly responsible jobs, does it seem he or she hopped from company
to company? Obviously, we want people who have had stability in employ-
ment, says Mary Rathje, director of human resources for Philadel-
phia-based Pennoni Associates, a full-service engineering firm. Gaps in
work history might indicate an abrupt departure from a job. On the other
hand, it could be the applicant took a year off to hone his or her skills.
You don't make assumptions, Mazza explains. You ask pointed questions.
Also, look out for inconsistencies. In January, one job applicant handed
Rathje a resume that was different from the one she had mailed earlier.
Rathje discovered that the second resume omitted an employer who was
included on the first. Right away, that told me one of two things, Rathje
says. If it was an oversight, she had paid no attention to detail. At
worst, she wanted to hide the fact that she was there at the company for a
short period of time. Behavioral Interviews Finally, don't assume that
because the applicant lists project man- ager on his resume he has the
kind of project management experi- ence you need, adds John Dooney, human
resources manager for 1 6 E N G I N E E R I N G INC. M a y l June 2004
Engineering Inc. - May/June 2004

Table of Contents for the Digital Edition of Engineering Inc. - May/June 2004
