MARKET PULSE
RefAssured just put out a survey of 646 jobseekers, staffing recruiters, and HR and hiring managers. They sell fraud detection, so take it as a vendor survey, but the numbers are worth a look.
61% of HR and hiring managers say they’ve seen candidates list skills they don’t actually have. When it comes to candidate “fraud,” title creep and scope padding are what I’ve always seen most. Sometimes it’s intentional, sometimes it’s not, and sometimes that line is blurry.
On the candidate side, 74% have used AI to write or edit their resume, and 78% think AI makes it easier to look qualified for a job you haven’t done. And 81% say it’s harder to land an interview than it was three years ago. AI is making it easier to build resumes, customize them, fake jobs and responsibilities, and apply to more jobs faster.
I’m not saying don’t use AI on your resume. But it’s a big part of the problem when the average job posting already gets nearly 250 applications (Greenhouse data) and recruiters are drowning in resumes, some real and some not.
Resumes are getting less useful every month because everyone’s looks the same now. Which means everything else in the process matters more.
CAREER INTEL
The interview starts before the interview.
Claims is follow-up, deadlines, and communication. So when a hiring manager watches how you handle the scheduling email, they’re watching how you’ll handle a claimant callback.
Here’s what’s being noticed that nobody tells you about. How fast you reply. Whether you read what they sent. Showing up on time with your camera working and a clean background. How you treat the coordinator or the recruiter, because hiring managers ask them. And whether you follow up after.
Hiring managers, this one’s for you too. Your process is being watched. Slow feedback and radio silence tell good candidates exactly what working for you will be like, and the strong ones have options.
FROM THE DESK
A hiring manager asked me something this week. They hired someone with every skill on paper, and the work ethic just wasn’t there. How do you spot that before the offer?
A few things I’d do. Ask for specifics: caseload, diary counts, how they stayed current. People who grind know them. People who coasted get vague. And change your reference questions. Skip “were they good?” and ask “would you rehire them?”
I always recommend behavioral interview questions. I know, not exciting. You know the kind: “Tell me about a time when…” But there’s a method to the madness. Anyone can answer a hypothetical like “how would you handle this situation?” It’s a lot harder to make up a real one, especially when the interviewer presses for details, which a good interviewer can and should do.
Here’s an example: “Tell me about a time you were overwhelmed. How did you get through it?” I’m listening for what overwhelmed actually looked like and how they reacted, and then I dig in. You got dumped a bunch of claims. How many? What type? What did you prioritize? What did you do to catch up? There isn’t necessarily a right or wrong answer. I’m collecting data points.
One more thing I think is super important: someone’s disposition toward work in general. In my experience, people who have a negative attitude toward work tend to dislike any job they have, and the people who like their work tend to bring that with them wherever they go. I steer clear of candidates who trash their current employer, former employer, or boss. Be warned.
If you’re building a commercial auto, GL, or workers comp team and want help finding people who actually put in the work, send me a DM.
BEYOND THE DESK
Less than a week out from the Portland Marathon. This will be my second marathon this year (and ever). My goal for the first one was 3:30, and I came close at 3:36. This time the goal is to have fun. I’m aiming for something closer to 4:30, which means my legs will be a lot less sore heading into my next big goal: a half marathon PR in Austin in January. Which, by the way, you’re invited to. I’ll tell you how it went next week.
🤘Josh 🤘