When a job opening is about to be filled, sometimes these “red flags” emerge through a detailed analysis of “pros and cons.”

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“Red Flags” – Warning Signs to Watch Out For in Job
Search
In all my years of experience
in the career services field, I
have coached thousands of
job seekers through their
searches and career
transitions. I have also
worked as an executive
recruiter, filling positions for
corporate clients.
I have seen the hiring
process from the
perspectives of both parties,
and on both sides I have observed many “red flags” or warning signs during
the hiring process. These are like “red lights” saying “STOP,” or at least
“yellow lights” indicating that it would be wise to slow-down.
When a job opening is about to be filled, sometimes these “red flags”
emerge through a detailed analysis of “pros and cons.” Other times, “red
flags” are experienced as a “gut reaction” or strong intuition. In either case,
it is important to pay close attention to these warning signs because they
usually turn-out to be accurate for candidates as well as employers.
No person or organization has a perfect employment history, and there are
always professional gaps or deficiencies. So, even if you relate to some of
the “red flags” below, you can still go on to have success and satisfaction at
work. Of course, the items listed below can also teach you “what not to do,”
to improve your job search results.
Here are some “red flags” that may turn-off employers during the
hiring process:
 Track-record of “job-hopping”
 Out of work a long time
 Changing careers too many times

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 Poorly-written resume (and other career documents), with typos, bad
grammar, etc.
 Several self-employment stints on the resume (between “real jobs”)
 Long gaps in the work history
 No career progression or promotions (stuck at same level “forever”)
 No professional development after leaving high school or college (no
certifications, further degrees, workshops/seminars, training
programs, etc.)
 Same job or employer for entire career (this used to be seen as a
“plus;” now it’s a problem)
 Candidate doesn’t take notes during the interview
 Candidate doesn’t ask any questions during the interview
 Candidate doesn’t send thank-you notes (or other follow-ups) after the
interview
 Candidate doesn’t follow-up on his/her commitments (i.e., sending the
interviewer a document that was promised, etc.)
 Candidate is late for the interview (in person or via telephone)
 Candidate demonstrates unusual behavior or emotion during the
interview
 Candidate shows-up at the interview wearing inappropriate attire
 Candidate demonstrates that s/he hasn’t done any research on the job
/ company / industry / interviewer (unprepared for the interview)
 Candidate’s appearance or personal style clearly indicates that s/he is
not a good “cultural fit” for the organization
 Candidate lies (either on the resume or during the interview)
 None of the candidate’s professional references will speak to the
employer
 Candidate doesn’t show serious / strong interest in the position
 Candidate can’t provide any proven, tangible, measurable results of
his/her work successes
 Candidate doesn’t seem able to grasp the employer’s problems, needs
and challenges
 Candidate negotiates too hard / asks for unreasonable compensation
(or other “conditions for employment” at the company)
 Candidate acts like it’s “all about” him/her (instead of making it “all
about” the employer)
 Candidate seems over-eager or desperate (i.e., shows-up for the
interview two hours early)

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 AFTER the job is filled, the employee doesn’t act responsible or
engaged in the role.
 AFTER the job is filled, the employee doesn’t demonstrate the skill and
talent that were represented at the interview, and s/he generally
underperforms.
 AFTER the job is filled, the employee behaves in ways that clearly
indicate a bad cultural fit.
Here are some “red flags” that may turn-off candidates during the
hiring process:
 Employer uses salary as the main “screening mechanism” – they want
to talk money right at the outset and they won’t go any farther into
the interview until the candidate reveals his/her salary history / salary
needs.
 Employer is generally unresponsive and unprofessional, not treating
the candidate with appropriate respect.
 Employer has a philosophy of hiring the lowest-priced candidate.
 Employer refuses to talk with the candidate or provide any information
about the position until s/he fills-out the online application form.
 Employer drags-out the screening and interviewing process “forever,”
with lots of “starts-and-stops” and long delays.
 Employer brings the candidate back for too many interviews and can’t
seem to make a decision. Or the hiring decision requires far too many
people to approve it before the offer is actually made.
 Employer sends “mixed messages” or gives confusing feedback and
input to the candidate. Different interviewers at the company provide
different answers about the company and the job. (Nobody is “on the
same page”)
 Employer won’t allow the candidate to speak with other employees at
the company (at all levels).
 Employer isn’t clear about who the candidate’s boss will be, or they
indicate that the candidate will be reporting to several different
supervisors.
 Candidate discovers negative or damaging information online or in the
news about the company, its finances, its senior leaders, etc.
 Candidate discovers that current employees at the company seem
secretive or avoidant about discussing certain topics.

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 Employer won’t negotiate at all on compensation or other factors in
the final interviews; and generally shows no flexibility.
 Employer has an attitude of, “Hey, you’d be lucky just to get this job;
we have plenty of other applicants.”
 Employer seems desperate to fill the job – and seems to hire the
candidate TOO fast!
 Interviewer acts disinterested and distracted during the interview.
 When at the employer’s office (before, during and after the interview),
the candidate observes things about the company, the people and the
culture that cause real concern.
 It becomes clear that the position has no potential for growth,
promotion or career advancement.
 Interviewer acts all-powerful and intimidating – seeing themselves as
big / important while treating the candidate as small / unimportant.
 AFTER the candidate is hired, the company doesn’t follow-through on
information, materials, etc. that were promised as part of the on-
boarding process.
 AFTER the candidate is hired, the company has no solid / structured
orientation program. They hardly even acknowledge that the candidate
has arrived there on his/her first day.
 AFTER the candidate is hired, the company doesn’t seem to have any
established systems in place. It seems haphazard and amateurish, and
the candidate needs to “make-up systems from scratch.”
Of course, no job can be a perfect fit for either the candidate or the
employer. There will be “red flags” in almost every job search and hiring
process. The goal is to find the opportunity with the least possible number of
“red flags.”
When facing unemployment, however, it is difficult for many candidates to
turn-down a job offer even in the face of obvious “red flags.” Similarly, it is
difficult for employers to leave a critical position open when faced with a
mandate to hire, even if they sense “red flags” about a particular candidate.
As obvious as it may seem, the important lesson to be learned from this
discussion is that candidates and employers must be far more conscious and
deliberate in accepting or offering jobs. They need to identify in advance the
specific criteria that would constitute “a great fit” and the potential “red

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(888) 967-5762
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