Category Archives: Employee Relations

Please! Help me turnaround our employment brand!

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In HR and talent management discussions, I feel like I get asked two main questions:

  1. Which ATS do you recommend?
  2. How can we turn around our bad employment brand?

Let’s save the first question for another blog. Now, addressing the second question—it’s not always easy, but it’s definitely doable with some effort.

The first step is figuring out why your employer reputation is suffering. Sometimes, it’s a complex issue; other times, it’s more straightforward. For example, if your reputation took a hit due to how you treated employees in the past, rebuilding trust will take time. On the other hand, if it’s because of a recent negative news story, you can recover more quickly. I guess depending on the facts of that news story, though…

Start by pinpointing the root cause of your employer reputation challenges.

While some issues might be obvious, conducting employee surveys can provide helpful insights. I recommend alumni surveys among employees who left voluntarily—they often give constructive feedback.

The second important step is getting your entire leadership team on board.

HR efforts alone won’t be enough if leadership isn’t aligned. It’s not just about the CEO; all leaders need to acknowledge the problem and commit to fixing it. Once leadership is on the same page, the path forward becomes clearer.

The third crucial step is making your current employees believe that real change is happening.

Consistent communication is key. When employees see meaningful changes internally, they’re more likely to speak positively about your company externally. Consider identifying and rewarding employees who truly believe in the changes for referrals—this can drive positive change from within.

Lastly, work on changing the external perception of your company.

Don’t focus on external marketing before addressing internal issues. Fixing internal problems first will significantly strengthen your external branding efforts.

Remember, the initial steps require the most effort. Getting everyone in leadership to agree can be tough, especially if the root cause is ineffective leadership. There’s no quick fix for a damaged employer reputation. External marketing alone won’t solve it—it’s like putting a band-aid on a deeper issue.

Soft Feedback Isn’t Cutting It

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Today, it’s rare to get honest feedback. Most people just want praise instead of hearing what they need to improve on.

The thing is, folks struggle with criticism unless they’re expecting it. And not many have the guts to handle it well. So, instead of giving real feedback, we often sugarcoat things to avoid hurting feelings.

Here’s an example:

Soft Feedback: “You’re doing well, but it’d be nice if you could push that project forward.”

Honest Feedback: “You’re good at what you’re told to do, but I need someone who can take charge of projects without constant supervision. I’m here to help you grow, but I need more initiative from you. Can you step up?”

Both say the same thing, but the honest one gives clearer direction. Sadly, we rarely give this kind of feedback because we’re scared of upsetting people.

So, how do we fix this?

It starts with hiring. Candidates need to know we value honest communication and expect them to take feedback well. Those who handle it during interviews are more likely to thrive in a culture that values growth over ego.

For existing employees, leaders need to lead by example. They should show they’re open to feedback themselves and train others to give it constructively.

Coaching and mentorship programs can also help. They give employees support and examples to help them embrace feedback for personal growth.

Sure, it takes time and effort. But companies that prioritize honest feedback build a culture of trust and growth. Employees see the value in open communication, making the company stand out as a place where people can truly grow.

Ditching the Generics

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You might say you’re only hiring ‘top talent’, but you’re probably settling for generics. It’s like choosing between store-brand and name-brand meds – sure, generics might seem like a good deal, but do they really measure up?

Here’s how you can tell.  Ask yourself why you hired one of your recent hires.  If it was because they had the skills to do the job, a nice personality, and didn’t smell funny, you hired a generic.  If you hired them because they can do the job and you can specifically say why they fit your culture, you hired a brand name!

There lies the problem, you have a generic employment brand. It doesn’t have to be generic. You made it generic because it sounded safe and professional. Because it sounded like every other boring brand you have heard or seen. “Timmy, you don’t get it, we aren’t Google or McDonalds”.  Thank God. No one likes that crappy food and Google probably hires worse than you.

At my company, we keep it real. We’re all about being down-to-earth, welcoming families and pets into the office, and valuing hard work over clock-watching. Yeah, we swear in meetings. We’re not afraid to take risks, and we value building strong client relationships. And yes, we’re pretty loyal to our alma mater, but that’s just part of what makes us unique.

We don’t settle for generics; we look for people who fit our brand. Those who don’t, well, they don’t stick around for long. Because generics and brands just don’t mix. Brands build strong cultures; generics leave people feeling disconnected.

So, it’s time to ditch the generics and start building a team that’s as unique as your brand. Because when it comes to talent, being generic just won’t cut it.

We need more babies!

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This post is a rerun from March 2015, where do we think it stands now? AI, immigration, robots, what else has changed since then? I’m still in for the baby sign-on bonuses!

Talent Acquisition’s 2032 Nightmare

Posted on  by Tim Sackett

According to a recent USA Today article the U.S. birthrate is in sharp decline and is at its lowest levels in the past 25 years.   Here’s probably a few facts you don’t know:

– Projected 2013 birthrate in the U.S. was estimated to be 1.86

– Birthrate needed to maintain a population over a 20 year period is 2.1

Why should this concern you?

There are a number of reasons and one might be that you need as many young people as old for the simple fact of having enough young people to take care of your older population.  If you turn that equation upside down (Taiwan 1.1 or Portugal 1.3) you have a society full of older people and not enough young people to fill the jobs needed to keep running your society.

The U.S. has 5 Million jobs left unfilled because of lack of skilled employees, today. Imagine if you now have millions of less workers to even choose from, and, by the way, skilled workers aren’t coming from other countries because their societies are growing and need them.  That is what our country’s employment picture will look like in 2032.  This will be a HR/Recruiting nightmare for those young HR/Talent Pros starting out their careers in the next 10 to 15 years.

Being the Futurist that I am, I’ve already provided a solution to this problem back over at Fistful of Talent. Should You Encourage Your Employees To Have Babies, check it out. Basically my advice remains the same, as U.S. employers we need to create a positive, encouraging environment for our employees, with family-friendly policies that make our employees feel like starting a family is a good thing, and that if they do start a family their job and ability to get a promotion won’t be compromised.  This is not the case as many U.S. employers right now, for both men and women in the workforce.

As HR Pros and organizations we tend to think this isn’t our issue.  It will take care of itself, but as we look at countries with low birthrates, the issue doesn’t take care of itself and those countries have a worker crisis going on right now.   We need to change our ways right now.  We need to be family friendly employers. We need to, as HR Pros, be concerned and find solutions for our employees around daycare, flexible schedules and other practices that will help our employees with families.   I know it sounds a bit the-sky-is-fallingish, but the numbers don’t lie we are headed for some of the hardest hiring this country has ever seen.

One solution I’ve thought of is baby sign-on bonuses!  We do it for college students. I think we start doing for babies of our best employees.  I mean if parents can arrange their kids marriage, what stops us from arranging their first job?  Nothing! That’s what.  Imagine how happy your employees would be to cash a $20,000 check to help with baby expenses for the simple task of forcing their kid to come to work with your company upon college graduation.  It seems so simple! I’m not quite sure why no one has started this yet…

High-Maintenance Who?

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Ever wished there was a way to spot high-maintenance behavior during job interviews?

We hire high-maintenance employees because they’re very good at hiding their diva-ness during the interview process. Sometimes they even hide it through the probationary period of their employment. These are the really hard-to-handle ones because they know they’re divas and hide it long enough to make your life difficult.

So, what’s the best approach when you find yourself dealing with one?

Managing these individuals has been a recurring challenge in my HR career. They have a knack for causing trouble and thrive on being the center of attention. The key lies in redirecting their focus from their personal needs to what the organization requires. But how do you go about doing that?

Usually, high-maintenance employees become a problem because their direct supervisor doesn’t stop this issue immediately when it comes to light. But, this is common, especially with new hiring managers, so it’s critical to work with them and help them become better managers.

These employees are skilled at playing you against their manager. It’s essential to prevent this from happening. Collaborating closely with the hiring manager to create a unified approach is vital. When they attempt to stir up trouble, it’s important to intervene immediately: “Let’s bring in your supervisor so we can sort this out together.” Despite their objections regarding confidentiality, emphasize the importance of clarity and alignment among all parties.

High-maintenance employees hate to be on the same page because they get their power from the lack of communication within organizations. So the best way to limit their impact is to get everyone in the same room and nip the issue in the bud before it gets way out of hand.

Say Goodbye to the Employee Handbook Snooze Fest

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Updating an employee handbook is like doing your taxes – it’s a necessary chore that nobody looks forward to. But it doesn’t have to be that way.

There’s two types of companies when it comes to these handbooks:

Option #1 – We’ve had the same employee handbook since the beginning of time. It’s written on stone tablets.

Option #2 – We rewrite our employee handbook each year because it’s the most important document on the planet.

The problem is both options usually end up writing an employee handbook that reads like a welcome packet to prison. If you forced candidates to read your employee handbook before actually accepting a position with your company 99% would decline your offer!

Your handbook can be more than just a boring document; it can be engaging and reflective of your company’s culture. Here are some tips to make your handbook more appealing to people like me:

  1. Tell a Story: Instead of listing rules and regulations, try to tell a story. People are more likely to read through something if it’s presented in a narrative format. Work with someone in your organization who has a knack for storytelling to craft a more engaging handbook.
  2. Explain the ‘Why’: Many rules in handbooks seem arbitrary. To make them more understandable, explain the reasoning behind them. Even if the rule itself remains unchanged, transparency helps employees understand its purpose.
  3. Add Visuals: To make your handbook more visually appealing, bring in a graphic designer to add some color and simple illustrations. This can help break up the text and make it easier to read.
  4. Communicate Your Culture: Your real culture. Don’t have a funny and engaging handbook when you have a buttoned-up culture, it sends a mixed message. Also, don’t write this boring legal document of a handbook if you have “No Pants Wednesdays” in your office. It doesn’t fit your culture!

Does anyone have a good employee handbook story? What’s the longest handbook you’ve seen?

Are All Employment Brands the Same?

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I’ve always thought that 9 out of 10 employment brands are basically clones. If you asked candidates to tell the difference between them, they’d probably draw a blank.

Employment Brand #1 claims to hire top talent, treat employees well, value diversity, have a fun work vibe, and actually listen to staff.

Now, Employment Brand #2? They do the same as #1 but their logo is blue!

Then comes Employment Brand #3, doing the same as #1 and #2, but adding the twist of exclusively hiring top-tier talent.

And, of course, Employment Brand #4 follows the pattern but sweetens the deal with pay-for-performance.

Everyone’s saying, “We’re just like them, but better because we say so!” So, what makes some brands stand out from all the spam? The only answer that clicked with my limited marketing brain is a genuinely transformative leadership vision.

Sure, any company can offer more money, better perks, and all that jazz. But having a clear, inspiring, and unshakeable vision is a rare gem. Think Elon Musk, Steve Jobs, Henry Ford, Oprah Winfrey – leaders with a vision that stands out and makes employees follow without question.

If a transformative vision is the only thing that sets organizations apart, and the rest of us are pretty much the same, what’s the real message to candidates? Are we just serving up more spam? If so, is employment branding just a waste?

We’re living in an Instagram world, where good design and a smart media strategy are seen as ‘better’ – even if they don’t make you a better employer. Let’s not kid ourselves; we all play the game. And that’s okay, as long as you’re not playing without that transformative vision.

It’s even cool if you truly believe your company is great! Because, let’s be real, belief is what makes employers stand out. It’s the basis of a transformative vision.

Employees Want You To Tell Them This

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“Can I be honest with you?” is a phrase usually followed by some sh*t you don’t want to hear.  We talk about this concept a bunch in HR. We need to tell our employees the truth about their performance.  We work to coach managers of people on how to deliver this message appropriately.  We develop complete training sessions and bring in ‘professional’ communicators to help us out on the exact phraseology we want to use.  All so we can be ‘honest’ with our employees.

Can I be honest with you?

No one wants you to be honest with them.

Employees want you to tell them this:

  1. You’re doing a good job.
  2. We like having you on the team.
  3. You’re better than most of the others here.
  4. Your career looks promising, and a promotion might be on the horizon.
  5. Here’s your yearly raise.

But that’s only true for about 5% of your crew. The other 95%? Well, they won’t be thrilled with total honesty.

Talent management is a tough nut to crack. No fancy software can fix this. Most folks don’t dig straight-up honesty. It’s uncomfortable, causes drama, and people don’t like hearing they need to step up. Tell someone there’s ‘room for improvement,’ and they think you just called them a failure about to get the boot.

As managers, we tend to dance around the truth. We all have things to get better at, but saying it out loud stings. If someone says they’re cool with feedback, they’re probably lying to you and themselves. Those are the ones who lose it when they hear the truth. People who say they want honest feedback actually want to hear they’re rock stars. Anything less, and they freak out.

So, what’s the real solution?

Say nothing. Set clear metrics for performance. Make sure everyone gets them. When an employee asks for feedback, hand over the metrics and let them spill first. That way, you can agree or disagree. Otherwise, it’s all just opinions, and opinions and honesty don’t mix well.

But hey, you already knew that. Thanks for stopping by. You’re doing a solid job – way better than the other readers. Keep it up, and you’re on the up-and-up!

The Snowstorm Test

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Throughout my career, I’ve had conversations with coworkers who think they’re more crucial to the business than they really are. You know the type – they drop comments like “This place would be lost without me” or “Let’s see how things go if I’m not around.” Usually, it’s the sales or tech folks who, despite their contributions, sometimes overestimate their importance. Over time, I’ve come up with a simple two-step test to figure out if someone is truly essential to your business:

  1. Snowstorm Test:
    • Ask yourself if this person is required to show up at the office during a severe snowstorm, lasting multiple days.
    Example: In a large Health System where I worked, doctors and nurses were essential, with plans in place for emergencies. Meanwhile, in HR, I wasn’t on the list for a 4-wheel drive SUV pickup.
  2. Self-Promotion Check:
    • Consider if the person spends a lot of time trying to convince you of their importance to your operation.
    Examples: Statements like “Our biggest client wouldn’t be here without me” or “Our department saved the organization $500K last year on a $3.7M budget.”

Looking at how organizations evolve, it’s interesting to note that in the beginning, only essential employees are truly needed – those involved in getting materials, making products, selling them, and handling finances. Support functions like HR and Marketing often come later, usually after the company grows beyond 100 employees.

Regularly reassessing who holds essential roles within your organization is important. As a “client” to these vital contributors, focus on tasks that support their efforts. This means having direct conversations, asking, “How can I help you do your job better?” It’s simple but often overlooked.

Think of organizations like picking teams on a playground. If your most essential employee were choosing a team, where would you stand – first, tenth, or last? It’s worth thinking about where you fit in.

Don’t Say That!

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Found this oldie but a goodie and I thought it would be a fun one to revisit. Still holds true, right?

7 Things You Should Never Say When Asking for a Raise!

Posted on  by Tim Sackett

There are certain conversations in our work lives that cause people the most anxiety and having to go in and ask for money is, on my list, the next most anxious work conversation most people will face.  I can think of many times that I wanted more money, thought I deserved to get more money, and heck even our good old Comp people said the market should be paying me more money, and still, it is a difficult conversation to have with my superior (at least for me).

Like many people, I think I do a good job, give my best effort, produce great results, and after all that, should I really need to ask? Shouldn’t my boss ‘get it’ and just want to write me a blank check?!

With all this in mind, most people will screw this conversation up by saying things they really want to say, but shouldn’t, if they’re trying to get a raise.  Here are the top things you probably shouldn’t say when asking for a raise:

1. “If you pay 10% more, I will really put in some extra effort!” – So what you’re saying is you’re not putting in extra effort now…

2. “I looked in our HRIS system and I know Sheila on the 5th floor is making $5000 more than I am – and she’s an idiot!” – Not the best strategy to look at others’ private comp information, even if you have access, then call them an idiot – at least in my experience…

3. “If you don’t pay me more money, I’ll be forced to find another job that will pay me what I worth” – Be careful, I’ve tried this one, and they might call your bluff!

4. “I’ve done the math and if you fire Mike, I can do his job and mine, you save $50K, after giving me $25K of his $75K salary” – This actually might be a really good idea, But Mike might be the last one standing with the $25K raise, not you!

5. “I really don’t understand how you can be worth $50K more than me, I do all your work – and deserve more money” – Bosses just love to hear they are overpaid, don’t do anything, and you can do their job – NOT!

6. “I saved the company $1 million in reducing recruiting fees, by implementing a social media strategy successfully, I should at least get a fraction of those savings” – Why, yes you should – if you were in sales, but you’re in HR, and this was part of your job description. Sorry for the wake-up call – all employees aren’t treated equally – put on a helmet.

7. “I know times are tough, so I was thinking instead of more money you could give me an extra week’s vacation or pay for my health insurance or something else like that.” – Okay, Einstein, stop thinking – it’s all money. Vacation, health insurance, paid parking, lunch money – it all hits the bottom line on the income statement. You just showed how expendable you really are.

I’ve learned over the years, through trial and error (okay, mostly error) that many, if not all, of the above statements just don’t seem to have the impact that I was hoping for with my supervisor.  I have seen peers, who performed well, were loyal, dedicated to doing their best for themselves, their co-workers, and the company, and got the raise they wanted by just being patient.

Supervisors are as uncomfortable as you are to have the compensation conversation. If you are as good as you profess to be, then they do want to give you more, but probably can’t due to budget, market, others performing even better than you, etc. It may be the hardest thing to do, but being patient usually works out the best of all!