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Recruiters, hiring managers, and HR professionals are overwhelmingly schizophrenic about this reality.
On one hand, they tout in books, in conferences, in forums, etc., that “good employees leave because of bad managers.”
Yet, those same recruiters, hiring managers, and HR professionals will 99.99% of the time emphasize that applicants should NEVER speak negatively about former employers and their companies.
(If there was an early separation, the emphasis is then on the applicant to come up with some verbal hand-jive to make it all not sound menacing.)
The hiring agents will also ask applicants to explain employment gaps; ask for references for every past job; call to see the former employee is rehireable; and in the process extend carte blanche credibility to former employers (normalcy bias and the halo effect) and rule in favor of authoritative figures when a tough hiring decision needs to be made.
These hiring agents can’t have it both ways—talking about “bad managers,” but then casting doubt on the reasoning behind someone quitting early.
BTW, I’ve been in the workforce for 50 years now, I’m HR-credentialed, I have three completed graduate degrees—including doctoral work in HRD, and I’ve been in management for 35+ years.
Never have I seen a hiring agent explore—let alone be sympathetic to—past bad employee experiences and then go ahead and hire the person anyway.
I’m the only person that I know of who has extended the benefit of the doubt to such an applicant.
That I know of.
Maybe there are some few out there who do.
In my case, in my own past applicant experiences trying to get hired, even bringing up any form of “lesson” involving a prior negative past experience to an interviewer has resulted in a 100% not-hired outcome.
Gee, why is that?
Employees leave for all kinds of reasons. But let’s be honest — when was the last time leadership took the same assessments they require from everyone else?We talk a lot about “performance,” “fit,” and “development stages,” but the truth is simple: most of these tools are only applied downward. If a manager took the same PI and scored low, it would be reframed as “leadership style” or “vision-driven temperament.” When an employee scores low, it becomes a performance concern.The workplace has evolved. Expectations have evolved. Employees have evolved.
Leadership practices, however, have stayed exactly where they were.Organizations have rewritten job descriptions, metrics, onboarding, and expectations — but left management untouched. You can’t modernize the workforce while running leadership like a command-and-control era that doesn’t exist anymore.Accountability isn’t a one-way street. If we want retention, engagement, and real culture, the mirror has to face both directions.
Companies sacrifice employees for managers, most employees work only to pay their bills. It's a matter of time, the growing companies will take over because they are picking up the trained and experienced hands