Monthly Archives: January 2013

Uncommon Trait of a Great Leader

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For those who don’t know – I had great seats for the MSU vs. Iowa basketball game last week (see pic above of me being an idiot on national TV – it was AWESOME!).  My company, HRU, does a bunch of IT business with MSU and we are big supporters (yep, I now have the infamous “donor” tag at MSU) of MSU athletics – heck, our corporate headquarters is about 2 miles from campus and roughly 1/2 of my staff are Sparty grads.  All those things being put together – I was offered a chance to travel with the MSU basketball team to the Iowa game and got a chance to sit behind the bench for the game.

So, what does this have to do with Leadership Traits?  This is probably where you’ll believe I’ll go on and on about how great MSU Head Coach Tom Izzo (he’s also the guy on the front page of this blog in the pic with me) is – because he is – but you’re wrong.  The leader I want to talk about is one of the team captains from MSU, Russel Byrd (only a sophomore).  Here’s a kid who barely plays.  Was a highly recruited kid out of high school, but still hasn’t found his shot at the college level.  I think most of Spartan Nation was stunned when he was named one of the Captains for the 2012-12013 team.  How does a kid who rarely plays, become Captain of the team?

The uncommon trait of a leader – not being the most skilled.

Normally, in most organizations, the people who ascend to leadership positions, tend to be the most skilled, or pretty close to the most skilled.  It is very rare that a person is selected who isn’t the most skilled.  Why?  Traditional thinking says how can you lead people who are better than you.  The reality is, and we know this in HR, having high skill in a function and having the ability to lead in that same function – really have zero correlation.   No doubt, many great leaders are also highly skilled, but not always.

Back to my Spartys!  What I came away with from my trip with MSU Basketball was that Russell Byrd is a natural leader.  I called him the mayor, the entire trip – I might be his biggest fan now! He never missed an opportunity to engage with those traveling with him – his teammates, his coaches, the team managers, us tag-along donors, the hotel staff, etc.  It might be a handshake, eye contact with a wink and a smile or putting his arm around you and joking around.  He was encouraging, always, he kept a positive attitude even when his own performance, that night, wasn’t what he would have wanted.  While not having a good game, he set his own feelings aside, to pick up those on his team, who were more skilled, who needed some picking up.  He put his team, before himself.

When you think about succession in your organization, I wonder how many of us really look at one’s ability to lead vs. how skilled they are.  I immediately assumed Russell Byrd would not make a good Captain for his team, based on his skill level.  I think too often, those responsible for hiring leaders, do the same thing.  We pass over many of our most influential employees and give the job to the best performer – who often struggle in that role.  I’m not saying Byrd is a great leader because he’s not the most skilled, I’m saying he’s a great leader in spite of not being the most skilled.

Great skill does not equal great leadership.  Great leadership comes from having an ability to connect with people.

 

 

 

 

 

Sales Pitch Tuesday – Why Us?

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It’s really the only question I have to answer when I call on a potential client to try and get their staffing business.

Why should you work with HRU vs. the thousands of other choices you have?

It’s not a cost issue for 99% of the business development calls I make.  If a company has decided we need to engage a staffing firm – whether it’s for direct search or contract staffing – cost has very little to do with their final decision.  Everyone likes to get the ‘best’ price – but in staffing you’re talking about talent.  I’ve never met an HR executive or operational executive that wouldn’t in a heartbeat pay thousands of dollars more for a more talented candidate versus a candidate that fits the requirements but seems like a “B” level player.  Corporate HR/Talent Pros constantly get frustrated with staffing firms for doing this!  They tell us they want “X” candidate for $80K and we send over “X” candidate for $90K.  They say they aren’t interested. So, we send over a $80K candidate.  They interview $80K candidate.  They they call us and say “Can we interview $90K candidate?”  It happens constantly.  Don’t hate the staffing company, hate the game.

It’s not a talent issue, either.  What!?  It’s not.  The reality of staffing is that all companies have the exact same access to talent.  Some companies are just faster at uncovering that talent versus others.  In my 20 years of staffing – I’ve really seen very little difference in the quality of talent good staffing firms offer up to their clients (and remember, I’ve been on both sides of the fence on this – corporate and agency).  Don’t get me wrong – bad staffing firms do very little vetting of candidates and just flow paper to you.  Good staffing firms should be sending you fully vetted candidates.  I like to tell my recruiters – “We are the sure thing!”  When a company wants to interview or hire one of our candidates, the only thing they should hear is: “When would you like them to start?”

So, what is it?  It’s a relationship issue.  When I worked with a staffing firm, I needed to have trust in the people I was working with.  I didn’t care about their brand or their process.  I cared about how much do I trust this company is going to represent us as a company to the talent base that is out there.  Period.  Don’t get wrong – they better deliver great talent – but I’m assuming that is a given – if I decided to work with them!  Trust.  Part of that trust comes with full disclosure as well.  Most staffing companies hate this!  But I came from their world – I knew the game.  So, if you wanted to play with me – I wanted to know everything.  I was going to let you make money – but I wanted to know where it was being made.  That helps me sharpen up my internal process.  If a staffing firm really wanted to be a partner with me – then this wasn’t an issue.  I wanted to see them succeed, just as they wanted to see our organization succeed.  Most corporate HR/Talent Pros don’t have this mindset. They feel staffing firms are ‘out to get them’ and not a partner.  They need to cut those relationships.

It works both ways.  I stopped doing business with a really good paying client in 2012. Why? Because they were a pain to work with and didn’t get that this relationship should work for both parties.  I want to work with people I truly like.  People I would go on vacation with.  Right now – every single one of our clients at HRU – I would go on vacation with.  I would invite them to my house for dinner.  I would look forward to having a drink with after work.  That is why I love coming to work.  It’s not stressful on either side – the way it should be.  I understand their challenges and they understand my challenges and we can have ‘real’ conversations about each other – and provide feedback.

That is pretty rare in this industry.

Want to be apart of this?  Contact me: sackett.tim@hru-tech.com; call 517-908-3156 or tweet me @TimSackett – I look forward to the conversation! Also check out my staff – I’d definitely go on vacation with any of these good looking people!

 

 

 

 

 

You’re Uninvited

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I’m not terminating anyone ever again.

I can’t terminate anyone, because I don’t hire anyone.  I do invite people to join me.  Join me on this journey, on this path – it’s going to be a trip.  I invite them to be  apart of my family.  Not my ‘work’ family, but my actual family.  I spend more time with my co-workers than I do with my wife and children (in terms of waking hours).  So, when I invite someone to join us, it is not something I take lightly.

That’s why, from now on, I’m not terminating anyone.  From now on, I’m just uninviting them to continue being a part part of what we have going on.  Just like a party.  You were invited to attend, but you end up drinking too much and making a fool out of yourself, so now you’re uninvited – you can’t attend the next party.  I don’t know about you, but when I throw a party, I never (and I mean never) invite someone I can’t stand.  Sometimes couple have issues with this – where one spouse wants to invite his or her friend, but their spouse is a complete tool and it causes issues.  Not in my family – we only invite those people we want to be around – life is too short.

Here’s the deal.  When you invited someone into your family – you usually end up falling in love with them.  It’s that way in business – it’s the main reason we have such a hard time moving on bad performers.  We fall in love with those people we hire.  “Oh, Jenny, she’s such a nice person!”  But, Jenny, can’t tie her shoes and chew gum at the same time.  So, we give Jenny chances, too many chances, and pretty soon Jenny is part of the family.  It’s hard terminating part of the family.

I would rather just not invite Jenny to attend work any longer.  “Hey, Jenny, we love you, but look, we aren’t going to invite you to work.  We’ll still see you at 5pm over at the bar for drinks.”  Sounds so much easier, right!?  It happens all the time.  I use to get invited to stuff, but somewhere down the road the group stopped inviting me.  I might have been a little upset over it, but it didn’t last and I’m still friends with everyone.  Termination is so permanent – it’s like death.  Being uninvited sends the same message – but there’s a part of being uninvited that says “you know what – maybe it was you, maybe it was us – but let’s just face it – together it doesn’t work.”

You’re Uninvited.

HR Can Succeed By Doing Less

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You know Jim Collins – the ‘Good to Great’ guy?  He has another book to, it’s called How The Mighty Fall: And Why Some Companies Never Give In.  This isn’t a book review, or for that matter an endorsement of this book.  I will say, Jim brings up one very interesting concept in this book on why companies, organizations, departments, etc. – fail.  It’s something that we do constantly within HR, and most of us would never view it as something that would actually be hurting our organization.  We do too much!

This over-riding pursuit ‘to do more’ has some drastic consequences.

I will tell my HR brothers and sisters, if you never worked in a large HR/Talent shop – you might understand where I’m going with this.  That’s because small to medium sized HR shops usually are working their tails off just to keep their heads above water.  Large HR/Talent shops are a little like the game Monopoly. You’re either making yourself larger in some way or another, or you’re going through a ‘right-sizing’ so you can start over at making yourself larger again!  Within that mentality comes this ‘more’ cycle.

Most large HR shops don’t try to reduce their work because that goes against this empire building mindset.  They try and come up with more programs, more projects, more ways to measure, more ways to ensure an employee is engaged, more ways to check the checklist to ensure compliance, more ways to well, show that you’re doing more than the other guy/gal.  If you aren’t creating more, you’re aren’t valuable and showing your worth.  No one ever got promoted in HR for eliminating programs – the saying goes!

Here’s the other way to do HR that 90% of HR/Talent Pros don’t do:

1. Eliminate any HR program/project that doesn’t save employees time (not your HR department – but the time of the actual employee).  Remember that new Open Enrollment process you put in to eliminate all of that data entry by your department – but it now takes employees 25 minutes to sign up for benefits vs. 5 minutes – that 20 minutes times the number of employees just cost your company a ton of time – which means money in the real world.

2. Develop a talent management process that works for your hiring managers, not one that makes your feel good about yourself.  That 5 page annual review sure looks great – but it’s a pain in the ass of your hiring managers, and the reality is the employees aren’t getting in more feedback.  Stop that.

3. Stop designing processes around gaining 100% compliance and start designing processes so simple you’ll have 99% compliance (which is more than you should hope for).

Doing less HR is actually harder than doing more HR!  It seems like that should be the opposite, but it’s not.  Doing less means you have to really think strategically about what your function should be delivering and what it shouldn’t.  It means you move some things out of your department, that never should have been there in the first place, but “we’re in HR and we’re suppose to do whatever we can to help.”  No, you shouldn’t.  You’re in HR – you should deliver great HR that is simple and easy to understand.  For most HR/Talent Pros that I know – this concept of doing less goes against every bone in their body.  Great HR isn’t about doing more – it’s about doing the least amount possible to deliver the services that are needed for your organization to have great people.  That is really hard to do without adding more for people to do!

 

 

 

Which Best Practice is Ruining Your HR Shop?

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There is a brilliant article over at Harvard Business Review called: Which Best Practice is Ruining Your Business by Freek Vermeulen (I’m naming my next child “Freek” by the way!).  ‘Best Practices’ are a sore spot for me when I attend HR/Talent conferences.  No matter what the conference you’ll find some HR/Talent Pro talking about their “best practice” and God bless them you’ll see a standing room only audience of HR/Talent Pros trying to find out all about this “best practice’ to take back to their own shops.  Therein lies the problem.  From Vermeulen’s article:

“Most companies follow “best practices.” Often, these are practices that most firms in their line of business have been following for many years, leading people in the industry to assume that it is simply the best way of doing things. Or, as one senior executive declared to me when I queried one of his company’s practices: “everybody in our business does it this way, and everybody has always been doing it this way. If it wasn’t the best way of doing things, I am sure it would have disappeared by now”.
But, no matter how intuitively appealing this may sound, the assumption is wrong. Of course, well-intended managers think they are implementing best practices but, in fact, unknowingly, sometimes the practice does more harm than good.

One reason why a practice’s inefficiency may be difficult to spot is because when it came into existence, it was beneficial — like broadsheet newspapers once made sense. But when circumstances have changed and it has become inefficient, nobody remembers, and because everybody is now doing it, it is difficult to spot that doing it differently would in fact be better.”

Best practices aren’t new ideas, they are tried and true ideas, proven out over time to work well for the organization that started using them.  Theoretically, if you use another organizations ‘best practice’ the best thing you can hope for is that you’ll meet what they’ve accomplished.  I know a ton of business leaders that would kick you out of their office if you came to them saying “Hey! I’ve got an idea that will allow us to meet our competitors!”   Most leaders want ideas that will allow you to ‘beat’ your competitors, even when you’re trailing in the industry that you’re in.

I’m not saying that many HR/Talent shops can’t improve by using a best practice from another organization.  That actually might be true.  But, again, you’ll only improve, at best, to the level that other organization has achieved.  You’ll never be industry leading – you’ll be industry following.  I always assume when I hear a best practice that it was something that worked really well for that organization, at a specific time, and then ask – “what are you doing now?”  Almost always, I’ll get a response of something new they are actually working on – but it’s not, yet, a ‘best practice’ in their eyes!  That’s what I want to hear – the new stuff – not what they’ve been doing for 5 years!

For me, true innovation does not start at best practice – that is an ending point.  If you truly want to innovate and turn your HR Shop into World Class – you have to be a best practice creator, not a best practice follower.  I’d rather hear presentations at SHRM (or any other conference) about stuff people haven’t even tried yet – but they think it could be out of this world and why they think it would be great!  Then we both go back and try it, fix it, try it again, and compare notes.

So, which Best Practice is going to ruin your HR Shop this year?

Sales Pitch Tuesday – The Giving Tree

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Three years ago I got involved in social media by blogging for Fistful of Talent.  I love writing and I love Recruiting and HR – so this was a good ‘outlet’ for me and totally got me engaged in my career like I never thought I would be.  I was writing 3 – 4 posts per month “and the tree was happy.”  But for those who have engaged in social media and social recruiting, 3 – 4 posts per month isn’t sustainable.  Those posts turned into me following other HR/Talent bloggers and reading their stuff.  That turned into conversations on Facebook and Twitter.  Soon, without much of a thought, I was engaging with a whole new community.  I had friends and peers from all over the world I was having conversations with about HR and Talent issues we were experiencing in our daily lives.  All of this turned into people asking me to come share my opinions and knowledge live – to speak, to run workshops, webinars, etc.

In my little brain – I told myself – all of this ‘stuff’ is good for my business – my brand.  The more of this I do – the more people will become aware of my company.  My ‘real’ job.  The job that actually pays me enough to pay my bills.  This great community will see me as knowledgeable, as passionate, as someone they would want to partner with and work with.  All of this is good for my company.  And the boy would be happy.

3 years.

I did something really stupid the other day and my friend, Laurie Ruettimann called me out on it – which is why she’s my friend.  I sent out a tweet.  She called it “the laziest sales pitch ever” and it was (plus it had a typo – which was like the cherry on top of the laziness!).  The tweet said: “Tweeps – looking to expand out our client base in 2013. Hit me up if you need some help finding great IT/Engineering Talent.” When I sent it – I told myself not to.  I was actually sitting at my desk and thinking – “Tim – you would make fun of someone who did this – you’re better than this” – then that little guy on my other shoulder said “Tim – you’re an idiot – you’ve put 3 years of time into this without ever asking this community for business! You just give – time to take.”  So, l pushed the Tweet button.

I deleted that Tweet – thank you Laurie.

So, I have one question I would like to ask of any of you who read this – Do you know what my company is and/or what we do?  I know a lot of you know who “I” am – which is great if I was really in need of building myself up – but that doesn’t put shoes on my 3 sons.  Do you know what I do on a daily basis? In my work-life?  You probably don’t.

Most people probably believe, if they actually have an idea about what I do, that I run a staffing company.  Some might actually know that we specialize in technical.  But few actually know that 90% of what we do isn’t what you think.  My company does contract Engineering and IT – not straight search (that’s the other 10%).  I don’t see myself as competition to your Talent Acquisition group, usually, because we are looking to place highly technical folks that you don’t need permanently – you might only need them for 3 months, 6 months, a year – who knows, depends on the project.  Many times our clients end up hiring our contractors direct. It doesn’t start out that way.  The client thinks – hey, I only need this person to help us implement, then we can handle it on our own – then life happens and they go, you know what, we need this person on for good.  Win-Win for everyone.

Please check out what I really do.  I’m proud of it.  I think we do it better than anyone else.  I’m so transparent in social media that if we weren’t good – I’d be called out on a daily basis.

3 years of deposits – www.HRU-Tech.com (check out the “our staff” section, everyone loves that!) –  or contact me directly – I’d love to come and talk about your staffing needs – sackett.tim@hru-tech.com / 517-908-3156.

And the tree was happy.

HR! Inclusion doesn’t equal you.

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Many of you probably missed what happened to one of your HR peers recently.  This HR peer was fired, and it was upheld in courts, for using their First Amendment Rights. This was a senior level HR executive at a public university.  Here’s the article: Federal appeals court upholds termination of anti-gay human resources administrator.  From reading the title, what is the picture that immediately came to your mind?  If you didn’t say over 60, white male – you’re a liar!  The administrator is Crystal Dixon, and she’s a black female. Here’s what she did:

“A federal appeals court on Monday upheld the University of Toledo’s decision to fire a high-level human resources administrator, who wrote a newspaper opinion column challenging the idea that LGBT people deserve the same civil rights protections as members of racial minority groups. 

A three-judge panel of the U.S. Court of Appeals for the Sixth Circuit Court ruled that Crystal Dixon’s column “contradicted the very policies she was charged with creating, promoting, and enforcing, and cannot be excused as merely a statement of her own views as a private citizen.”

The court upheld a lower court’s decision to dismiss the lawsuit.

Dixon, who had been the University’s interim Associate Vice President for Human Resources, wrote the essay published in the Toledo Free Press in April 2008 in which she took aim at LGBT people.

Dixon wrote that she was greatly offended that “those person who choose the homosexual lifestyle are ‘civil rights victims.'” adding that she “cannot wake up tomorrow and not be a black woman” because she is biologically and genetically such “as my creator intended.”

I’m not here to challenge Crystal’s views on the “homosexual lifestyle” – she clearly believes something, and it’s her God given right to believe what she wants.  I don’t agree with her – I think her thought process is ignorant and callous at best.

I’m here to challenge her being fired.

You see Inclusion works really well when you’re liberal, and you have your liberal ideas, and others have to listen to your ideas because we/organizations need to be “inclusive”.  But have a differing idea, a way more conservative idea, and somehow “being inclusive” doesn’t work for you.  I think Crystal’s ideas about the LGBT community are completely ridiculous.  But, if I’m, truly, being inclusive as an organization – I don’t fire her.  I work to help her become more educated and understanding of all people in our organization.  “But Tim! She’s in a senior level HR position – she should be the one that understands this!”  But she doesn’t.

Inclusion in 90% of organizations is broken.  It’s broken because those who ‘support’ inclusion – are the same folks who don’t allow inclusive thought to be a part of your organization.  We support the gay young male who wants to hang up a poster advertising the gay pride parade this weekend, but we chastise the old white man who wants to advertise his gun show this weekend.  That’s not inclusion, that’s bigotry in the opposite direction.  Neither one of those things is wrong, or right – it’s just two different ways of thinking.

Crystal was fired for: “contradicted the very policies she was charged with creating, promoting, and enforcing, and cannot be excused as merely a statement of her own views as a private citizen.”  The Diversity and Inclusion policy she was in charge of creating I assume meant she had to think the exact same way as everyone else in her organization. Is that what “Inclusion” means to you?

Don’t Fire Me Because I’m Beautiful!

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By now most HR folks have seen the articles about the Iowa worker who was fired for being “too irresistible“!  If not, here a little of the back story:

Melissa Nelson, who is married with children, had worked for James Knight for 10 years before his wife complained about his infatuation with her.  Nelson told the court that she had seen Knight as a father figure and a man of “integrity” who generally treated her with respect.  But about nine years into the job, Knight started to complain that her clothes were “distracting” because they “accentuated her body,” and he sometimes asked her to cover up with her lab coat.  At one point, Knight told Nelson that “if she saw his pants bulging, she would know her clothing was too revealing,” court records showed.

After she told him that his complaint about the tightness of her shirt wasn’t fair, he texted back that it was a good thing she didn’t wear tight pants too “because then he would get it coming and going,” the court records showed. And at one point when Knight discussed infrequency in Nelson’s sex life, he told her “that’s like having a Lamborghini in the garage and never driving it.” Knight’s wife, who also worked in the dental office, put her foot down when she discovered the two were texting each other.  After meeting with their pastor, Knight agreed to fire Nelson because she was a “big threat to our marriage.”

…Since Nelson did not consider Knight’s behavior to be sexual harassment, the Iowa Supreme Court determined the question to be “whether an employee who has not engaged in flirtatious conduct may be lawfully terminated simply because the boss views the employee as an irresistible attraction.”

While Iowa law prohibits discrimination against employees based on gender, the all-male court ruled that Knight’s conduct was “unfair” but “did not amount to unlawful discrimination.”

Wow! This is crazy on so many levels it’s hard to even comprehend!

This is why, if you’re a dude, should should add in an attractiveness meter to your hiring process.  Anyone over a 6, doesn’t make the next round (unless you have low standards, then feel free to add in some 5’s).  Believe me, this is hard for me to say – I’m the original one who advocated for you to hire beautiful people, not because they’re pretty, but because science has proven they perform better!  Kris Dunn is the one who says hire ugly people – because, well, he has low standards and lives in Alabama!

Honestly, I truly feel for Mrs. Nelson – let’s face it her boss was a creeper and if Iowans have any morals at all they will stop using him as a Dentist and he’ll go out business. Let’s all hope this happens!  Also, this should really teach all beautiful women a good lesson.  If you’re really that beautiful, why are you working!?  Beautiful women are suppose to be going to Yoga classes and having lunch with their other beautiful girlfriends on their rich husband’s Platinum American Express card, before heading over to the upscale mall to pick out some new shoes – not working.  Overall, good lessons to be learned from this entire story!