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Debt 3 JD / MD / MBA: The Good, The Bad, ...

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Warning: Law School May Be Hazardous To Your Financial Health and http://flustercucked.blogspot.com/2010/03/why-wont-unemployed-lawyers-find-jobs.html

Law Schools Resist Proposal to Assess Them Based on What Students Learn

Salary distribution in U.S. law firms

Salaries

Salaries and Politics

It's no secret that women earn less than their male colleagues at law firms the National Association of Women Lawyers concluded last year that female equity partners make an average $66,000 less a year

It's no secret that women earn less than their male colleagues at law firms the National Association of Women Lawyers concluded last year that female equity partners make an average $66,000 less a year...

JD: Career Debt & Risk

lawyer-shortage

lawyer career satisfaction

law school debt

Lawyer-Liability

JD, No Job, Debt - What An Opportunity!

M.D.

Sham Peer Review

Participate In Torture Yourself?

Did military doctors condone torture?

AAPS vs. Sebelius

Author

Louise B Andrew, MD, JD, Medical-Legal, Risk Management and Trial Consultant, Litigation Stress Counselor
Louise B Andrew, MD, JD is a member of the following medical societies: American Association of Women Emergency Physicians, American College of Emergency Physicians, and American Medical Association
Disclosure: Nothing to disclose.

On average, the United States loses the equivalent of at least one entire medical school class each year to suicide (reliable estimates are as many as 400 physicians).

Sadly, physicians globally have a lower mortality risk from cancer and heart disease relative to the general population, presumably relating to self-care and early diagnosis; however, physicians have a significantly higher risk of dying from suicide, the end stage of an eminently treatable disease process. Depression is a leading risk factor for myocardial infarction in male physicians. Although, as a profession, physicians seem to have heeded their own advice about avoiding smoking and other common risk factors for early mortality, they are decidedly reluctant to address a significant risk of both morbidity and mortality that disproportionately affects them.

In all populations, suicide is usually the result of untreated or inadequately treated depression coupled with knowledge and access to lethal means. Depression is at least as common in the medical profession as in the general population, affecting an estimated 12% of males and 18% of females. Depression is even more common in medical students and residents, with 15-30% screening positive for depressive symptoms. Because of stigma, self-reporting likely underestimates the prevalence of the disease in both populations.

Perhaps due in part to knowledge of and ready access to lethal means, completed suicide is far more prevalent among physicians than the public, with the most reliable estimates ranging from 1.4-2.3 times the rate in the general population. More alarming is that, after accidents, suicide is the most common cause of death among medical students. Although female physicians attempt suicide far less often than their counterparts in the general population, completion rates equal those of male physicians and, thus, far exceed that of the general population (2.5-4 times the rate by some estimates). A reasonable assumption is that underreporting of suicide as the cause of death by sympathetic colleagues might well skew these statistics, so the real incidence of physician suicide is probably somewhat higher.

The most common psychiatric diagnoses among physicians who complete suicide are affective disorders (eg, depression and bipolar disease), alcoholism, and substance abuse. The most common means of suicide by physicians are lethal medication overdoses and firearms.

Depression in Physicians

Reticence to recognize depression in a colleague is imposed by other physicians, who may be well intentioned, chronically emotionally distanced, and/or feeling temporarily vulnerable themselves. Physicians are notoriously reluctant to ask for help of any kind. When a physician is depressed and feeling less than adequate, asking for help is even more difficult, and sadly, sometimes remarkably difficult to actually obtain.

Physicians are demonstrably poor at recognizing depression in patients, let alone themselves. Furthermore, physicians are notoriously reluctant to seek treatment for any personal illness. Research suggests that 1 in 3 physicians has no regular source of medical care.1 Although everyone knows that "a doctor who treats (himself or) herself has a fool for a patient," we also know that most physicians treat themselves anyway, at least on occasion. This is especially likely when the physician believes that the consequences of seeking treatment might subject him or her to shame or worse (see Problems With Treatment in Physicians).

Some physician reluctance to reach out is self-imposed. Physicians feel an obligation to appear healthy, perhaps as evidence of their ability to heal others. Inquiring about another physician's health can shatter this mutual myth of invulnerability. Volunteering assistance may seem like an affront to a colleague's self-sufficiency. Thus, the concerned partner may say nothing, while wondering privately if the colleague has become impaired. Unconsciously defending against this painful vulnerability, colleagues or significant others may fail to notice significant depression or withdrawal, attributing behavioral changes instead to stress or overwork. Nearly every article about a physician's suicide contains a quotation from some close contact, occasionally a spouse, similar to "I never had any idea that he/she was suffering."2 Of course, many physician obituaries omit the fact that the "sudden death" was a completed suicide.

Depressed physicians who do reach out may find limited understanding or sympathy demonstrated by colleagues. There is no specialized training for a physicians' physician (there is, for example, for the pope's confessor). Most physicians shrink from the role, or perform it poorly. For many experiencing depression, the early symptoms are physical. A physician unable to diagnose his or her own symptoms commonly feels incompetent. To admit inability to diagnose oneself to another colleague is an admission of failure. When such tacit confession is met with avoidance, disbelief, or derision by a reluctant treating physician, it can only reinforce a depressed physician's feelings of worthlessness and hopelessness.

Physicians find it painful to share their experience of mental illness with others and know it is somewhat risky (see Problems with Treatment in Physicians); therefore, published accounts of physician depression are nearly impossible to find. However, in the author's experience, private consultations with a trusted counselor reveal that symptoms of depression among physicians are surprisingly common.

Marriage is generally considered to be an effective buffer to emotional distress. Whether the incidence of divorce among physicians is higher than that in the general population is not known, but marital problems are common, perhaps in part due to the tendency of physicians to postpone addressing marital problems and a general conflict avoidance.3 Marital problems, separation, or divorce can certainly contribute to depressive symptoms, which can increase the likelihood of suicidality if unaddressed.

Litigation stress can precipitate depression and occasionally suicide. The suicide note of one Texas emergency physician the day after he settled a malpractice case read, "I hope that my death will shed light on the problem of dishonest expert testimony."4 Physicians have completed suicide upon first receipt of malpractice claims, after judgments against them in court, or following financially motivated but unjust settlements foisted upon them by malpractice insurers solely in order to cut the insurer's losses. Others have attempted or completed suicide due to employment discrimination relating to judgments or settlements and/or upon the realization that they are no longer able to practice because of discrimination by liability insurers who refuse to insure them due to past judgments or settlements, or because of licensure limitations.

Problems With Treatment in Physicians

Many clinicians are uncomfortable treating fellow physicians, especially in the realm of mental health.5 The "VIP syndrome" of well-intentioned but superficial or inadequate treatment based on collegiality and concerns about confidentiality can detract from the effectiveness of therapy.

Mental health experts studying physician depression and suicide have stressed that immediate treatment and confidential hospitalization of suicidal physicians can be lifesaving more so than in other populations.6 Yet, this very specter is often the major impediment to a physician's reaching out in time of crisis. The fear of temporary withdrawal from practice, of lack of confidentiality and privacy in treatment, or the loss of respect in the community hampers physicians from seeking effective treatment.

Physicians who have reported depressive symptoms (even those for which they are receiving effective treatment) to their licensing boards, potential employers, hospitals, and other credentialing agencies have experienced a range of negative consequences, including repetitive and intrusive examinations, licensure restrictions, discriminatory employment decisions, practice restrictions, hospital privilege limitations, and increased supervision.7,8 Such discrimination can immediately and severely limit physicians' livelihoods as well as the financial stability of their families. For this reason, well-meaning colleagues or family members who are aware of the depression sometimes discourage physicians from seeking help.

Medical licensure applications and renewal applications frequently require answers to overly intrusive questions regarding the physician's mental health history and are probably out of compliance with the provisions of the ADA.9,10,11 Most states have physician health programs not associated with the medical licensing authority, and more enlightened states have regulations governing some state physician health programs that allow a physician enrolled in a physician health program who is compliant with treatment to check "no" on the mental health questions on licensure applications. However, physicians who are contemplating or in need of treatment are almost universally unaware of such provisions.

Most physicians assume that any state agency or treating physician will share confidential information about them to the licensing authority.12 Additionally, any lack of disclosure on an employment or credentialing application can be cited as grounds for termination or decredentialing.

Discrimination in obtaining insurance coverage is a common but little publicized problem for physicians with mental illness. Health, disability, and liability insurance may all be denied to a physician who admits to depression. Even if disability insurance has previously been procured, its use may subject physicians to repetitive humiliating and invasive examinations by detached and dubious "independent medical examiners" for the insurer, whose motivation is to cut company losses. Many physicians affected by mental illness feel that insurers expect adherence by them to the standard prescription of "physician, heal thyself."

Despite the protections afforded by law to citizens and other professionals who have disabilities, the potentially devastating effects triggered by a physician's self-reporting of depression may delay or in effect preclude appropriate treatment. A depressed physician, whose thought processes are clouded because of the illness and the anticipated consequences of seeking treatment, may honestly believe that self-treatment is the only safe option. However, attempts at self-treatment are often unsuccessful. Failure to obtain consultation and treatment for depression needlessly and significantly increases the risk of physician suicide.

Depression in Medical Trainees

Prospective medical students and residents are extremely unlikely to report a history of depression during highly competitive selection interviews. The prevalence of depression in these populations and in medical student and postgraduate trainees is unknown, but it is estimated in the range of 15-30%.13 After accidents, suicide is the most common cause of death among medical students. One report has suggested that depression is not uncommon in pediatric residents (up to 20% self-reported in 3 programs). This preliminary study found that residents who experienced depression may be as much as 6 times more likely than nonaffected controls to make medication errors.14 Other studies have confirmed the association of depression with self-perceived medication and other errors.15

Stressful aspects of physician training, such as long hours, difficult decisions with the potential for errors due to inexperience, learning to deal with death and dying, frequent shifts in workplace and estrangement from supportive networks such as family could add to the tendency toward depressive symptoms in trainees. Harassment and belittlement by professors, higher level trainees, and even nurses contribute to mental distress of students and development of depression in some. Even positive workplace changes such as translocations to secure further training or job advancement could contribute to job-related stress.

A few schools are implementing programs to recognize and deal with depression and other stresses in medical trainees. The American Foundation for Suicide Prevention has created a video for physicians and other medical trainees on the topic.16

Education and Resources

Depression, like substance abuse in physicians, is not only more common than in the general public, but it usually is more readily treatable. This is because of the strong self-motivation to continue successful pursuit of a professional calling, which is an important source of a physician's self-esteem.

More education is needed regarding this disease and its disproportionate and needless toll on the profession of medicine, beginning in the earliest stages of physician training. In addition, there is an urgent need to change the attitudes of those in health care, including those in the regulatory system, as well as the general public, toward mental illness. This might encourage physicians to be more receptive to a diagnosis of depression and enable them to feel free to seek treatment without the fear of repercussion. Physicians themselves need to be aware of the existence of Physician Health Programs in nearly every state and province, which allow a physician who is compliant with treatment to avoid disclosure of depression or other stable illness that does not interfere with ability to practice, to licensing authorities.

The AMA has a 2009 directive from its House of Delegates to work with the Federation of State Medical Boards and Federation of State Physician Health Programs to study barriers to effective utilization of physician health programs, including confidentiality safeguards, and to educate members and others regarding the relationships between state licensing authorities and physician health programs.

Please consult the American Foundation for Suicide Prevention available at www.afsp.org and www.physiciansuicide.com for further information and resources about physician depression and suicide. Litigation stress and related materials and resources can be found at www.mdmentor.com.

Keywords

physician suicide, doctor suicide, medical student suicide, depressive illness, mood disorder, suicidal, suicidality, suicide ideation, suicide attempt, suicide attempts, self-destructive acts, self-murder, suicide gesture, major depressive disorder, MDD, bipolar affective disorder, BPD, unipolar depression, unipolar affective disorder, alcoholism, substance abuse, myocardial infarction risk, self treatment, VIP syndrome, physician health programs, medical licensure boards, medical license, licensure restriction, insurance discrimination, liability insurance denial, disability insurance denial, employment discrimination, litigation stress, malpractice associated stress, medical malpractice stress, malpractice stress syndrome, frivolous malpractice litigation, unethical expert witness, dishonest expert testimony, medical regulatory system, American Foundation for Suicide Prevention, Struggling in Silence, Physicians Who Kill Themselves

Recess Appointment of Dr. Berwick: Land of the Free

Become a locums doctor and think like a professional athlete?

Administrative costs in U.S. medicine: ~25% for hospital administration, and most hospitals enjoy 501c3 tax status. Compare where your local hospitals spend their money and choose accordingly: See Charity Navigator.org.

Find A Hospital You Can Trust

 
     U. S. medicine is top-heavy with regulations.  To hold a satisfying career in U.S. medicine, it is sometimes useful to have a J.D. or a M.B.A.  Not only are there multiple (~118) agencies measuring "quality", but hospitals waste significant sums on "administration."  Remarkably, Medicare funds much of this waste.

Career-satisfaction cannot be "managed."  Doctors are not "providers."  Patients are not customers.  If the work is not rewarding for any reason, it doesn't matter how much regulation is in effect--doctors will avoid the position, and U.S. students will avoid U.S. medicine.  There is already a doctor-shortage. 
 
The pay is approximately $10/hour during internship and residency, yet Medicare pays approximately twice that to hospitals.  Where does the Medicare-money go, if not to the doctor? 

mdwhistleblower.blogspot.com/

The Future of Medicine: Megatrends in Medicine that Will Improve Your Health Care & Your Quality of Life

Physicians need to focus on wellness to prevent burnout

Adding more residency slots wont improve primary care numbers

Why pediatricians and other primary care doctors leave medicine

Medical experience comes only with time

Health Reform Watch. Click here.

America's Most Stressful Jobs

A Survey of Internal Medicine Residents and Program Directors

U.S Doctors and Patients, Lost in U.S. Paperwork

July Effect

Medicine

Only The AMA Likes ObamaCare

MD: Career Debt & Risk

doctor-shortage

doctor career satisfaction

medical student debt

MD: Career Debt & Risk

Medical School Debt: Is There A Limit?

$295,000 In Medical School Debt

Medical Costs

My shift away from hospital staff membership began in late '90's with dropping hand surgery privileges due to an abuse of my being called for only uninsured patients and no assistance from hospital for post op hand rehab. By early 2000, nearly all my cosmetic work was done in surgery centers or my own surgery suite. I dropped all third party payers and hospital work in 2003; have not had an inpatient since then. I knew my choice was corrct with the EMTALA enslavement. As a surgeon, I do retain privileges at a single small local hospital that offers only basic ER services. The ER has not called in over 7 years. I do not miss the mandatory committee assignments, the increasingly expensive staff fees or petty politics. I resigned from the trauma team, one of my truly gratifying forms of surgery, when my self coded submissions for reimbursement were altered by a certified coding clerk and then submitted to third party for payment. The clerk unbundled, upcoded, altered codes and many other questionably legal actions, all using my name. Protesting to the CEO, hospital staff and Executive Committee the absurdity of altering my coding and creating unnecessary liability, fell upon deaf ears. The succint response was, "she is a CERTIFIED coder and you, doctor, are not." Message heard loud and clear. Being the surgeon in the OR, performing the procedures, creating the peri-operative care documentation disqualified me to code the event unless I took a two week course on "coding excellence." For twenty years I had coded all my activities and procedures, the certified coders didn't know medial from maleolar, medial from lateral, or right/left from bilateral. Add in rotation, advancement, pedicled, myofascial and innumerable other flaps for coverage, and the coder is throwing darts at CPT at best. It was scary what doors of fraud the "certified coder" opened, all with the blessing of the trauma team, as the coding was done under my name. Hospitals are no longer collegial centers of knowledge, expertise and learning, they are profit centers and physicians are an expensive element which must be reduced. So today, it is cash only, exit strategy from medicine on a moments notice.

M.B.A.

"Throughput Imperative"

Salary distribution in U.S. business

25% for administration?
mi-ba433_winves_a_20091224163234.jpg
After a tax-deduction?

The Insulting Code of Conduct

Hospital Annual Revenue per Doctor by Specialty

Specialty

Avg. Revenue

Avg. Salary

Neurosurgery

$2,815,650

$571,000

Cardiology/Invasive

$2,240,366

$475,000

Orthopedic Surgery

$2,117,764

$481,000

General Surgery

$2,112,492

$321,000

Internal Medicine

$1,678,341

$186,000

Family Practice

$1,622,832

$173,000

Hematology/Oncology

$1,485,627

$335,000

Gastroenterology

$1,450,540

$393,000

Urology

$1,382,704

$401,000

OB/GYN

$1,364,131

$266,000

Cardiology/Non-Invasive

$1,319,658

$419,000

Psychiatry

$1,290,104

$200,000

Pulmonology

$1,204,919

$293,000

Neurology

$907,317

$258,000

Pediatrics

$856,154

$171,000

Ophthalmology

$842,711

$282,000

Nephrology

$696,888

$240,000




 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

mba-shortage

mba career satisfaction

mba student debt

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The fine line between uncovering dishonesty and tyranny...

10 Things Human Resources Won't Tell You

(Page all of 2)

1. “We’re squeezed too.”

There was a time when human resources departments handled every staffing need at a company, from hiring and firing to administering benefits and determining salaries. But HR’s role has begun to change significantly as departments have shrunk at companies across the board. According to a study by the Society for Human Resource Management, the profession’s largest association, the head count at the average HR department fell from 13 in 2007 to nine in 2008. “HR departments are under pressure like never before,” says Steve Miranda, the society’s global HR and integration officer.

As much of what was once HR’s domain increasingly gets outsourced, human resources is regrouping to help show top management how it can add to the bottom line, says Tony Rucci, former chief administrative officer at Cardinal Health and a professor at the Fisher College of Business at Ohio State University. Though that may seem like an odd role for a department that doesn’t make or sell anything, strong HR departments are now focusing on boosting productivity by helping employees better understand what’s expected of them and by showing managers how to be more effective.

2. “We’re not always your advocate...”

employees often turn to HR if they’re having problems with a manager, but they don’t always come away satisfied. In 2007, Ronica Tabor was interviewing for a better sales job at tool manufacturer Hilti North America when, she says, the interviewer told her that women had to work harder than men to learn to use and sell tools and that she should check with her husband about applying for the job. Tabor says she turned to HR with “high hopes” they’d keep the interviewer from doing this with others. But Tabor’s attorney says she was “made ineligible for promotion for another year” and left the company. She is suing Hilti in the U.S. District Court for the Northern District of Oklahoma, alleging gender discrimination. A Hilti spokesperson says the company’s investigation found that Tabor wasn’t qualified for the opening and that Hilti doesn’t discriminate. “Our HR process did work,” says the spokesperson.

Still, employees should realize that HR answers to the company, says Lewis Maltby, director of the National Workrights Institute, an employee-rights organization. “HR is a spear carrier for the boss,” he says.

3. “...but we can help your career.”

Human resources managers do much more than handle employment agreements, medical forms and 401(k) paperwork. They can also have a hand in helping to retain and promote top talent—i.e., you. J.T. O’Donnell, a former HR manager and the founder of online career-development company Careerealism.com, says it’s a good idea to be in touch with someone in the department. Employees often want to avoid HR, O’Donnell says, “but you really should do the opposite.” Molly John credits HR with helping her get promoted to partner at Ernst & Young last year, after she participated in an HR-sponsored program assigning senior partners as mentors to promising junior employees. Without it, she says, “I would not have been promoted so soon.”

Seymour Adler, a senior VP with HR management firm Aon Consulting, says one way to be recognized for your work is to keep human resources in the loop—say, by sending your HR manager an occasional e-mail to let her know how you’ve been contributing to the company’s success. That kind of connection could help land you a promotion when positions open up or even keep you off the chopping block during the next round of layoffs.

4. “Want the job? Then you’ll want to get to know us.”

With unemployment hovering around 10 percent, HR managers are inundated with responses for every job posting. In fact, some companies are hiring outside firms to post jobs and sort through résumés, presenting only a dozen or so qualified candidates for consideration. How to make the cut? Be sure your résumé and cover letter highlight the skills asked for in the job posting; HR tosses applications that don’t meet all the basic criteria. And ask yourself what in your background fits the company’s needs, says Mike Wright, senior vice president of outsourcing sales with Hewitt Associates.

Another angle: Approach an in-house recruiter or hiring manager before they post a position. Try using business-oriented social-media sites like LinkedIn.com to meet contacts, says O’Donnell. Judi Perkins, founder of FindThePerfectJob.com, says she found most of her clients jobs this way. When you score an interview with HR reps, take it seriously—you never know how much say they have in the process. And ask them what qualities they look for in employees. “You really need to sell them on your abilities,” says O’Donnell.

5. “Yes, Facebook can get you fired.”

Employees like to think that what they do on their own time is their own business, but that’s not always the case. According to a 2009 survey by the American Management Association and the ePolicy Institute, 27 percent of companies have policies about what employees can post on personal blogs. “You have to think about whether this will come back to haunt you,” says Nancy Flynn, executive director of the institute. That never occurred to Nate Fulmer, a warehouse manager for chemical supplier Environmental Express. Fulmer and his wife made fun of a local church sermon in a podcast they posted online in 2005. Fulmer says it got so much attention, his boss listened to it, thought it was offensive and fired him. “I was so blindsided,” he says. (A company spokesperson says the firm has new ownership and can’t comment on employee matters.)

According to Flynn’s survey, 2 percent of companies have dismissed employees over the content of personal social-networking pages. Flynn recommends employees check company policy before posting anything online and steer clear of potentially offensive content, even if it has nothing to do with work.

6. “In some companies, we’re not very useful at all.”

it seems that every company has a different approach to human resources. For some, it’s nothing more than an administrative job, involved with hiring and firing, benefits and not much more. These firms may have a dysfunctional work environment with high turnover, Perkins says, where employees can often feel trapped. By contrast, companies with strong HR departments have been shown to do better financially, says Rucci. Empowered human resources reps can also help guide employees through their careers.

How to tell the difference? For one, see whom HR reports to. If it’s the CEO, that’s good, says Maltby. If HR managers are in the field, getting to know employees and how the company works, that can be another key, says LaRhonda Edwards, an employee-relations panel member with the Society of Human Resource Management. One way to suss out a human resources department’s effectiveness is to ask the manager interviewing you how HR operates and what it has done to help her achieve her goals. If she doesn’t have an answer, it’s “not a good sign,” Rucci says.

7. “You’re not paranoid—we are watching you.”

Companies want to make sure you’re working most of the time, not sending joke e-mails to your buddies. Half of organizations in the ePolicy Institute survey banned the use of personal e-mail on the job, and more than one in four reported firing employees for misusing the Internet. In many companies, HR works with the information-technology department and the legal team to develop policies for electronic communication. These policies aren’t a secret. Edwards says she makes a big effort to walk new employees through computer-use and e-mail policies, and they must sign forms saying they’re aware of them.

Many companies employ software that sifts through e-mail looking for curse words or sexually explicit language. IT monitors Web usage and can see every site an employee visits. In fact, anything you do via the company’s server—most activity on an office computer, including personal e-mail—is subject to review by your boss. Firings over these issues are on the rise, says Flynn. In 2009, 26 percent of companies reported terminating employees for violations of e-mail policy, up from 14 percent in 2001. “Employees should act as if the boss was looking over their shoulder,” says California employment mediator Michelle Reinglass.

8. “Read the fine print.”

When you take a job, you may be agreeing to more than you know. In the fine print of employment agreements, employee handbooks and job applications, many companies include a mandatory arbitration clause—meaning that you agree to give up your right to take any dispute to court, even if the employer has broken the law. Instead, the case goes to an arbitrator, who decides it privately, and “the grounds for appeal are extremely limited,” says Donna Lenhoff, an attorney with the National Employment Lawyers Association. Lenhoff estimates that more than 30 million Americans are bound by arbitration clauses at work.

Employers—particularly those in financial services, health care and pharmaceuticals—often favor arbitration because it keeps costs down and cases out of the headlines, says Manesh Rath, a partner at the

percent of the time. Reinglass says employees can often fare better in court. “Someone on a jury might relate to your experience in a way that an arbitrator may not,” she says.

9. “We know more about you than you think.”

these days companies do a lot more than look over a pile of résumés and call a few references before hiring a new employee. They bring in outside firms to dig into an applicant’s background and verify education and employment histories, and they will often even search criminal records and credit reports. pressure, you might not act in the best interest of the company,” says Wright.

Another survey, conducted in 2007 by HR Focus magazine, found that 86 percent of firms performed criminal background checks during the hiring process, and it has been estimated that nearly two-thirds of companies test job applicants for drug use. But not everyone thinks such measures are extreme. If anything, employers don’t dig deeply enough, says Rath: “An employee with a problem with a previous employer or criminal record will try to hide it.”

10. “We love tests.”

Job seekers today have so much experience packaging themselves, with tailored résumés and rehearsed answers, that companies turn to tests to find out more about what makes them tick. A 2009 survey by research firm IOMA found that 26 percent of companies conducted personality, psychological or integrity tests on applicants. not appreciate in, say, an applicant for a forklift-driver position.

But testing does have its problems. Rucci says that the most important indicator of future success on the job is past performance. Counter to that, HR managers sometimes distance themselves from the hiring process by relying on tests rather than performance appraisals. “There was a time when someone would say, This is the best-qualified candidate, based on their record,” says Maltby. “Now it’s tests, and no one takes responsibility for the decision.”