(06-14-2023 03:49 PM)MidnightBlueGold Wrote: (06-14-2023 05:06 AM)MotoRocket Wrote: I already defined what a red flag is for me. Anytime something comes up that is out of the ordinary, you can either ignore the red flag, or you can dig into it further. It has nothing to do with legality in the world I live in. We're talking about a hire that had just been fired. Questions need to be asked not ignored. From the beginning I indicated that I hoped UT did its "due diligence" on the hire. That means finding out what happened that led to him being fired from his position. Okam should have been expecting those questions in the interview - and I would hope those questions were asked by a competent interviewer. You simply ask - what happened that led to your departure from Las Vegas? Let him talk and explain. How much did he take responsibility for? What would he have done differently? Was there agreement on the validity of the dismissal? To not delve into that situation and get an understanding of his explanation - then followed up by independent discussions with others familiar with the situation (if deemed necessary) is how you do your job in hiring. Then I would want to know his commitment to the UT Rockets Why is he interested in this position? How does he see it helping his career. Is his passion for the game so deep that he could not see himself not working in football for even 1 year. What does he hope to accomplish at Toledo? Is he committed to recruiting (one of the biggest reason why coaches want to go to the NFL is the rigors of recruiting) That is what I refer to as the due diligence. You can define a "red flag" however you want, I define it on how I approach issues that are not in the norm. I've hired a few hundreds of people in my career - all for degreed positions. I've found gems from folks that had been let go from other companies - but never without knowing what happened and how much ownership of the situation they took. And always I wanted to know how they could help me and the company. Answer it in a way that shows me what you have accomplished - not just been involved with - but actively directed, managed, led, or did yourself, and I'm good with accepting a situation that did not work out. Take a step backward, and I want to know more. Take a step backward with a severe pay cut - and I want to know a helluva lot more. You make a bad hire and it takes time to correct it - either by training, setting goals with constant follow ups, establishing metrices, etc. etc. Its a lot of work. It is work that doesn't need to be done and takes away from what needs to be accomplished. Or you can let it go and risk losing your own job.
What you have described are not red flags. They are tombstones. You don't go near those situations.
Having said that - I have to assume UT did the proper work in preparing for the interview with Okam, they were satisified with his answers, they felt he was still passionate about what he does for a living, and they expect he will be a solid contributor to the UT program. I would think that even AD Blair was involved in or was advised on the hire and he was good with it. Done. Lets hope he does a great job for Toledo and sticks around for awhile. But we all know that if he improves on the defense and brings in some great recruits - he won't be at Toledo for very long. This could be how he resuscitates his coaching career. I don't like that it could happen, but it would be something everyone would feel good about - and it also helped UT football.
That's the last I'm going to comment on this. It got twisted out of proportion because of words used that some think were grotesque and inappropriate. They were how I have always defined a red flag. Its also the level at which HR has always advised on hiring situations when they see something of concern that needs follow up. I've always believed you stay away from personnel problems by doing your job in the evaluation process - after they have met all the technical requirements for the position - The "A" pile of applicants.
A lot of words for, "I don't know what his red flags are, but he must have some."
And a few words to demonstrate how a dumba$$ thinks. I laid out the red flags I see that need to be vetted in the hiring process. Your problem is you believe a red flag only comes in the form of criminal activity. They do not. I could give a dozen examples of red flags that I chose to ignore in the hiring process - and none of those hires worked out. I had to get rid of them and start over. You fall into the trap of going after the shiny object. You know something is off and certain answers to questions give you a red flag (my boss didn't want to accept any idea that wasn't his own). You know it doesn't make sense, but you want to justify the hire because of their background - not what else is staring you in the face. Especially of concern is answers they give for their inability to hold a job after an advancement or comments on why they were let go that placed the blame elsewhere. You think you have a golden nugget of a candidate handed to you. Then they end up being a turd with a "know it all" complex that wants to argue constantly and demonstrate the inability to listen or work with colleagues. Its why you check references that are not the ones they give you. "Linked-in" made that so much easier. In the world of coaching, which is best described as being an incestuous fraternity (similar to the automotive industry) I would imagine it is not that difficult to find contacts you know that worked with a potential hire who will talk off the record on issues related to their personality flaws or other weaknesses that will limit their ability to advance - or otherwise be difficult to work with. It gives you a basis for the questions you want to ask. How they answer will indicate if their are red flags. You follow up on what doesn't make sense. But your response to what I laid out is just brilliant - "he was on an NFL team that went 6-11" - so it shouldn't be a surprise he was fired. Perhaps the simplest and dumbest response that could be made to brush aside the need to dig into the issues of the potential hire. Everyone has weakness they need to work on. You need to find out how severe those weaknesses are and whether or not they are willing to discuss their weaknesses and what they are doing to strengthen them. Anyone that responds with "I don't feel I have any weaknesses" is going to be a problem. Can't wait to see the response that will be just be a repeat of "no red flags" here. So here is what the Mirriam Webster dictionary has to say about red flags since you apparently too lazy to look it up yourself. Not that you will finally admit to understanding what my point was from the beginning, but its worth a try. I'm actually embarrassing myself by trying to explain a red flag to someone that has obviously never been in a position of purposely looking for them and then dealing with them to find out the level of risk they will bring once you get an explanation to the ares of concern. So I have to explain in terms even a moron could understand, but I'm sure you still won't get it or will want to come up with some other simpleton explanation. Its obvious why he was fired, his team went 6-11. According to Mirriam Webster:
A high body-mass index is a
red flag in general to clinicians. But sudden, unexplained weight loss can be even more worrisome.
something that
indicates or draws attention to a potential problem, danger, or irregularity. Example: Interested large investors often send in their own CPAs to conduct complete audits to verify statements or to
spot red flags, such as excessively old inventory or uncollectible accounts receivable. (my comment - in acquisitions, - red flags are everywhere of potential problems that will impact future earning potential. Not all of them turn out to be critical issues - or can be explained from specific actions taken that will not repeat)
Whether you're dating a potential gold digger or are surrounded by friends who are constantly asking for handouts, you'll want to protect your money from those kinds of drains. Watch out for
red flags such as dishonesty, secrecy around money matters and requests to co-sign a loan.
Drug testing,
detailed questions about previous employment history, and criminal-record checks go a long way toward
red-flagging risks.
