Author Archives: Tim Sackett

Your Weekly Dose of HR Tech: Pocket Recruiter (@pkrecruiter)

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Today on The Weekly Dose I review the recruiting technology, Pocket Recruiter. Pocket Recruiter drastically reduces the time it takes to screen, source and evaluate candidates, helping recruiters achieve a higher interview to placement ratio. 

Pocket Recruiter is one of these new recruiting technologies built around the concepts of Machine Learning and A.I. Basically, it integrates with your ATS and will automatically scrap every new job (or you can manually put in jobs as well) and then it will go out and source candidates for each job you have from both your internal database and external data as well.

Where Pocket Recruiter stands out is it’s ability to match candidates to your job, and it’s ability to learn and get better. The recruiter gets a list of matching candidates that are scored out and ranked based on, pattern recognition, the internal algorithm, etc.

Your recruiter gets a shortlist within minutes to go out and start connecting. Organizations are seeing savings of up to 60% in time to source and screen, because most of the heavily lifting of sourcing is done, and the matches are of higher quality, so you’ll need less screens. They are also seeing improvements of 90% from resume submitted to the hiring manager to request for interview. So, the quality is definitely improving.

What do I like about Pocket Recruiter:

  • Your recruiters can override the algorithm within Pocket Recruiter to bring back different results almost immediately, if something isn’t coming through like it should. This might seem small, but it’s huge as we that recruit usually quite a bit more than the algorithm in terms of what we are looking for.
  • You can add your internal employees into the mix, making Pocket Recruiter a great tool for internal mobility.
  • The Performance Metrics might be one of the best I’ve seen in any recruiting tool, as it basically replicates your recruiting funnel for you on each individual recruiter. So, not only are you finding talent faster, but you also now have this great performance management tool for your team. I also loved the ROI tool built into Pocket Recruiter.

For me, technologies like Pocket Recruiter are the future of recruitment and how I see A.I. having the biggest early impact to how recruiting evolves in the near future. Pocket Recruiter ensures you are utilizing all of your candidates to the fullest, and it speeds up the entire process to get to hires quicker. Well worth a demo!

The Weekly Dose – is a weekly series here at The Project to educate and inform everyone who stops by on a daily/weekly basis on some great recruiting and sourcing technologies that are on the market.  None of the companies who I highlight are paying me for this promotion.  There are so many really cool things going on in the tech space and I wanted to educate myself and share what I find.  If you want to be on The Weekly Dose – just send me a note – timsackett@comcast.net

Want help with your HR & TA Tech company – send me a message about my HR Tech Advisory Board experience.

Welcome to the Real-World Tesla Employees!

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You probably saw this last week but it came out that Tesla employees fear for their jobs more than any other technology company, of over 8000 tech workers surveyed:

A survey by workplace chat app Blind shows that out of all the major tech companies, Tesla’s employees most fear being laid off.

Blind surveyed 8,230 tech workers over a week at the beginning of this month. Overall, 35.9% of users surveyed said they were worried about layoffs at their current company, while 64.1% have job security.

Tesla had the highest percentage of fearful employees, with 77.2% saying they are concerned about job cuts. It was followed closely by eBay and Snapchat, with 71.9% and 71.3% respectively.

I’m not sure if you know this or not, but Tesla isn’t a ‘tech’ company. Tesla is a manufacturing company. They make cars and other stuff that has to be built in factories.

For the millions of other employees who work for manufacturing companies, the fear of being laid-off is super real!

Why?

  • Sometimes we design and market stuff that doesn’t sell.
  • Sometimes the Chinese steal our designs and tech and make our stuff cheaper and sell it back to us.
  • Sometimes economic conditions make it so people don’t have enough money to buy our stuff.

Layoffs happen.

The big joke here is that the company who did the survey actually thinks Tesla and Google are the same type of company. They aren’t. They are both super hot ‘brands’, but they are both not technology companies.

Sure the Tesla is loaded with technology, but so it every other vehicle on the planet right now, and it’s increasing in every model from every manufacturer.

Also, fear of layoff is real in every company, in every market, in every industry. Sure many technology companies are hot right now and need workers desperately and it looks like that will be the case for a long time, but that’s isn’t a guarantee. Blackberry was on top of the world for a hot minute, then they weren’t. (Oh, I loved my first Blackberry!)

Turns out, if you make crap no one wants to buy, or can’t afford to buy, jobs will be lost! I think people who buy Tesla’s love Teslas! I hear nothing but great things. Also, for many, a full electric car just isn’t practical, yet. And, they are super expensive. And quite frankly, Tesla isn’t very good at being a manufacturing company. Tesla is not Toyota.

After the Great Recession we have an entire Generation coming into the workforce that will place job security much higher than the generations before them. None of us wants our employees to be fearful for their jobs, when it’s not performance related. It’s an awful feeling and a culture killer.

It’s also part of business. Capitalism isn’t perfect, but I prefer it to the alternatives.

What’s the Difference between Great Recruitment Marketing and Bad RM?

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Smashfly released their annual 2019 Recruitment Marketing Benchmarks Report this week and there are some real takeaways that I think help TA teams become better right away tactically at RM. 

In the middle of the report on pages 11-13 the report shows what great TA teams are doing differently than those who are failing at RM. There are stark differences between the two, and most are things we can all improve on fairly easily!

Great RM vs. Crappy RM:

  • 85% of great TA teams publish non-job content and share on social. Crappy TA teams only publish jobs on social.
  • Great TA teams nurture all of their candidates with 85% getting a monthly email of some kind. Crappy TA teams do not nurture their database of candidates.
  • 76% of great TA teams have career sites that are optimized for Google for Jobs. 13% of crappy TA teams are optimized for GFJ.
  • 17% of great TA teams send a reminder email to have an applicant complete the application. 1% of crappy TA team actually do this. (so a lot of room for all us to improve stuff like this!)

*FYI – ‘Crappy’ is my language not Smashfly’s! 😉

I only gave you a little taste of all the data that’s in the report, so go check it out for yourself. I counted at least ten different tactical things you could do immediately to improve your TA team and TA processes as it relates to becoming great at RM.

For the 2020 report I’ve already pushed back on the Smashfly team to start asking about SMS/Text communication as it relates to RM, and keep digging into the personalization aspect. While I love the Nurture data in this report, and we know nurturing works. I also believe the future of RM is in personalization at scale, which is so hard to do! Especially if you don’t have the tech to do it!

The report also goes really deep into the world of Talent Networks/Talent Communities. I’ll be honest, I think most organizations suck at maintaining talent communities and most of them are just used to spam candidates with jobs.

I’m not sure if the future of TA is talent communities. I say this, primarily because they are difficult to maintain and engage properly. You don’t actually want talent pipelines, you want on-demand talent. If Supply Chain theory has taught us anything it’s that maintaining inventory is super expensive and wasteful. So, the key is how do we engage a pool of talent quickly, without having to spend all of this time and resources stringing them along.

I don’t have that answer, but I ‘m sure automation plays a giant factor in all of it.

Want to talk more about all of this RM stuff? Come join me at Transform in June!

3 Ways to Increase Employee Productivity that Doesn’t Entail Pain or Torture!

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The holy grail of great leadership is simply getting the most positive productivity for an extended period from your team. That. Is. It.

If I take your current team and I get them to do more work that is of the same or higher quality, I am a better leader than you are. “Yeah, well, they don’t like you as much as they like me!”

I wasn’t hired to be friends. That’s a different game that I can also win if you want to play!

Productivity is the ultimate measure. It leads to better business outcomes. Highly productive employees stay at their jobs longer and have higher rates of job satisfaction. While that end measure of productivity is a great measuring stick, actually getting increased productivity in a positive way is super hard!

I’ve found three ways to get increased productivity where both the leader and the employee feel good about the outcomes:

  1. Deliver career value to the employee. 

An employee that truly believes you have their best career interest at heart will run through walls for you, but they really have to believe you are helping their career. That means you have to be very transparent about how this increase in productivity will lead to what they want, not what you want and the organization wants.

Also, if you lie about this and don’t deliver, you’ll lose this employee forever. You need to put in the time and work to put yourself in the position to start acting like their career mentor, it just doesn’t happen overnight. Be clear of the path and process you’ll be taking them on.

  1. Acknowledge individual productivity increases in a public way, especially to the senior most leaders of the organization. 

Appreciation is paramount in getting and extending productivity increases in your employees. One way I love to support the leaders in the organization is to manage-up to those leaders by giving them information on specific individuals that I want to have them give appreciation to.

I will send the leader a message that states specifically the person, their email address or phone number, and what they did that was above and beyond. Then, I go one more step! I will tell the leader specifically what I expect them to do with this information!

It sounds like a bit of micro-managing but in reverse. What I’ve found is leaders are busy and they love that I give them all the information and what specifically I expect them to do with that information. They know that the employee will love getting the appreciation, and they love giving the appreciation, and in how I’ve delivered this to them makes it super easy for the leader to execute!

  1. Define, specifically what ‘extra’ is and what the employee will get in return. 

Too often, I find, employees believe they are going above and beyond when the leader only sees them doing the job they were hired to do. Great performance management is about defining what is expected in the role, and specifically what it takes to thrive in the role.

Once you do this as a leader, getting more is just a function of seeing which employees want to reach that next step and rewarding that effort. No yelling. No kicking and screaming. Just acknowledgment of great work done by employees who want to be successful in their chosen job.

To learn more about Increasing Productivity in your Workforce check out the great resources at Trakstar!

Career Confessions of Gen Z: Generational Individuality as a Millennial

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Welcome to the reboot of Career Confessions of Gen Z! I started this in 2018 with my Gen Z son, Cameron, and the response was off the charts. So, in 2019 I found 8 great Gen Z HR, TA, and Marketing pros to continue the Gen Z content. Enjoy! 

For as long as I can remember, it often feels like every other article or conference discussion I see is a dissertation about the millennial impact on the workforce. If you read that first sentence, you may have yawned and already moved on…but I sincerely hope you didn’t. There’s been so much continued discussion about millennials that I fear today’s next generation, GenZ, is getting overlooked. I don’t just mean overlooked by older generations; I mean overlooked by generational allies – fringe GenZs such as myself. This mistake is so incredibly short-sighted, inconsiderate, and misunderstood that it brings to risk a perpetuation of the very division that millennial generations are continually subjected to. I write all of this to admit that at some point I became part of the problem.

I was born in ‘91, only a few short years before my Gen Z peers. I consider myself a “fringer”. Most of my experiences align me closer to GenZ than other millennial generations. I entered professional life at the height of millennial discussions (though it hasn’t ceased in frequency), with my first stab at a career that led me to the insurance industry. You can make a great living in insurance, and there is tremendous upside in the amount of influence all millennial generations will have on that industry.

That said, every industry has had its generational challenges, but I think all insurance pros will agree their industry is near the top of the list. It’s nobody’s fault; it just exists. So during the first weeks, months, and years of my career, I heard the voices of millennial driven articles loud and clear as I lived it firsthand. For many reasons, I couldn’t wait to become a mentor myself and help break the chain of monotonous top down mentorship and leadership I was experiencing.

My first major mentorship opportunity came when I was 26. I felt like I was blitzing through the insurance industry, and I was ready to help others do the same. So how did I do?

I may or may not have started off strong. I worked to be inclusive and transparent to some degree, making sure my mentee was included in exciting events and meetings that would give tremendous exposure to top leadership and influencers. I tried to push my mentee but never beyond something I wouldn’t do myself. I held weekly syncs with the goal being an hour of uninterrupted focus on successes, development opportunities, and aspirations. Yet, we barely made it past the honeymoon phase.

I’ve given the relationship much reflection, and I think I failed for the following reasons. First, while I thought I was doing all of these great things for the mentee, I simply wasn’t actually allowing time for their own self-discovery. Second, and perhaps more importantly – maybe I was intimidated by their strategies, operational efficiency, and methods of connecting to the industry. Despite the few years that separated us in age, our developments were greatly shaped in different forms within that gap. Forget who knew more about actually performing our current responsibilities.

In the few years since I graduated college, tech was being used differently in so many areas. I leaned heavily on Facebook (among other things), while they focused on Insta, Snapchat, and Twitter (among other things). I posted once in a while; they posted all the time. But, they didn’t just post; they used their Socials as a medium for connecting with businesses and building relationships in a way that seemed like a stretch, even for some industry vets. Beyond social platforms, they had things like Uber for pretty much all of college, whereas it wasn’t available to my peers and me until roughly a year after graduating (probably for the best). Even though we only had those few years between us, they were thinking on a new level, with new ideas that were non-traditional to the current state of the industry but very progressive to achieving a new level of success.

I could write on this all day. I still cringe when I think about how hard I failed on something I was so certain I would succeed at. I’ll never stop feeling bad about initially failing GenZ, but it brought to light many valuable lessons. To my fellow fringers, please take caution. Love your fellow generational warriors, but don’t forget that it’s already time to focus on bringing in the next generation with open arms. Each year moves faster and faster, and we will be far more successful on the same side of the water than with a bridge in between.

My story is different and should be different than yours, but regardless – think about it. Let’s embrace the new knowledge and skills that incoming generations bring by not dismissing the intensifying knowledge gap created by rapid changes in technology. Let’s take everything that we’ve learned from our experiences in the trenches of a generational gap to ensure it doesn’t happen again. And most importantly, let’s recognize the individuality of each “millennial” generation.

Quitin Meek a talent consultant at Pillar Technology (part of Accenture Industry X.0). Also an active member of Detroit’s startup and tech community. Every day is something new and challenging, and I am learning more than ever before. I’m finding that I’ve become a lifelong student, and I’m excited to see how that continues to shape the road ahead.

 

Career Confessions from Gen Z: Snow Days – From Fun to Stress

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Welcome to the reboot of Career Confessions of Gen Z! I started this in 2018 with my Gen Z son, Cameron, and the response was off the charts. So, in 2019 I found 8 great Gen Z HR, TA, and Marketing pros to continue the Gen Z content. Enjoy! 

Snow days are not what they used to be.  As a kid snow days were so exciting.  You’d do snow day rituals before bed such as flushing as many ice cubes down the toilet as you wanted inches of snow and wearing your pajamas inside out.  Then you would wake up at the crack of dawn, before your alarm clock went off, or your parents wake you up and you’d sit in front of the television in hopes of seeing your school scroll across the bottom of the screen announcing your school was closed.  

Kids now a days don’t know what that was like because now they get calls and texts every time the school closes.  The other Gen Z’s reading this know exactly what I’m talking about if you lived in the north where snow was prevalent.  Once you go to college you learn snow days are few and far between if you get at all.  (I was lucky enough to go to school on the west side of Michigan in the lake effect snow belt and had three of them in my three and a half years of college).  Then, when you transition to the working world you almost never get a snow day  

A few weeks ago I was lucky enough to get two and a half snow days due to the Polar Vortex that affected much of the Midwest of the United States.  As a working adult I learned snow days are stressful.  For our area 8-12 inches of snow was predicted to hit and rumors were going around that the State of Michigan may shut down.  Usually I would have been excited at the thought of a snow day, but not this time.  

Monday and Tuesday are the days that we process payroll.  Sunday night as I was getting ready for bed my co-workers starting saying that they weren’t coming in on Monday due to the weather.  I couldn’t sleep and was stressed that night about whether or not my office would be open the next day and about getting payroll done by our Tuesday deadline.  The State of Michigan did not shut down until 10:00 a.m. Monday morning, which gave me just enough time to get VPN access so I could take my laptop home and work on processing payroll at home.  The State of Michigan also closed down all offices on Wednesday and Thursday that week due to wind chills being -30 degrees.

When we were kids snow days were exciting, but now as a working adult they are stressful and it’s not just a day to stay home and do nothing.  Even though our office was closed I still had to bring my computer home and work at home.  When our office reopened I had to work longer days to catch up on work in the office and reschedule meetings that were missed due to our office being closed down.   Don’t get me wrong, I’m not complaining I had these days off or had to work at home these days, because there were businesses that were open this whole time, but it does make things more complicated.

Snow days as an adult are very different.  They cause more stress and work in the end.  Will I complain about having snow days as an adult, no, but I will probably not wish for them as much as I did as a kid either. 

Mallory Armbrustmacher graduated from Grand Valley State University in 2017 with a BA in Human Resource Management. She is an HR Generalist with the State of Michigan, Talent and Economic Development Department Human Resource Office, where she coordinates ADA Reasonable Accommodations and Ergonomic Assessments. In addition, she takes the lead on various special projects, conducts new employee orientations, processes payroll, and assists in labor relations, classifications, and selection. She is currently studying for the SHRM-CP exam, but also loves spending time with her family and friends, playing games, and cooking.

Your Weekly Dose of HR Tech: @Jobvite goes shopping!

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Big news out of the world of the Talent Acquisition technology. Jobvite, with a major investment from K1 Investment Management, went out and bought three best of breed recruiting technologies:

  • Talemetry – CRM, Recruitment Marketing technology
  • RolePoint – Employee referral and internal mobility technology
  • Canvas – Text-based screening and interview technology

All four of these technologies, separately, I’ve recommended that TA pros and leaders should demo. They are all top rated recruiting technologies on their own.

I think these acquisitions are just one more signal in what we see is a growth of the Talent Acquisition Suite, away from core HRIS suites. The TA Suite of the future is a stand alone tech stack that can become a competitive edge for organizations.

The one part of this acquisition that confuses me, a little, is Role Point. While I love them as a point solution, Jobvite already has Jobvite Refer, so this acquisition seems a bit redundant. I mean Jobvite invented Employee Referral technology. While I’ll agree RolePoint is better than Jobvite Refer, I’m not sure they are that much better tha I would spend millions of dollars to acquire.

I will say that that Internal Mobility is a hot topic in almost every organization, so I’m assuming this is the main reason for the acquisition.

Regardless, I believe this positions Jobvite uniquely in the space to be able to offer an advanced Talent Acquisition suite that no one else in the space can put forth, at this point.

One thing to consider is how other ATSs like iCIMS and Greenhouse (we also see Ultimate Software/UltiPro doing this on the HR suite side) are building out their stacks for their customers. Both have taken the App/Marketplace concept. Think of this like your Smartphone. You buy your base iPhone, and then add the apps you want.

That’s the big question! Will the market want a suite or will they want a marketplace of pre-built integrations that you can select and plug and play?

Both buyers are in the market. We already see the suite buyers who want one enclosed technology that does almost everything they need under one umbrella – what it looks like Jobvite is building with these acquisitions. We also know some buyers love to select specific technologies and somewhat build their own stack, based on their own unique needs. It’s really just positioning, I’m not sure we’ll see one strategy win out ultimately.

Definitely an aggressive move by Jobvite. They were falling behind the market a bit and this will definitely thrust them back into the lead pack. I think we all felt like 2019 would be a great year for acquisitions and Jobvite has come out of the gate making a giant swing!

What Does Tim Sackett Actually Do?

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So, besides my beautiful wife asking this question, frequently, I get asked this question all the time! During the spring and fall conference season, I’m out and about all over the world speaking. At almost every stop I’ll have at least one person come up to me and ask,

“So, what do you actually do?” 

Ugh! It’s the single biggest failure of my life!

I probably should start each conversation like an AA meeting:

“Hi, my name is Tim Sackett, and I run a technical staffing company!” 

That’s the real job. That’s the money maker. I run a recruiting shop! Like most of you, I have to go out and buy a recruiting tech stack that works. I need to decide if I spend money on Indeed, or LinkedIn, or ZipRecruiter. I need to hire and train recruiters. At the end of the day, I’m in the weeds finding talent.

Unlike most Staffing Firm executives, I can’t really hide. I’ve been blogging and speaking for ten years in our industry. When I meet with new clients who want to use my team, I try and tell them, “I think we’re better than most, but the one thing I can guarantee is I won’t lie to you, or take advantage of you! I’m too public! You could kill my brand overnight if I was one of those cheesy staffing guys selling you a load of bullshit!”

The name of my company is HRU Technical Resources. We are a 100% certified female-owned technical staffing company. Most people believe I’m the owner, but in reality, my Mom started the company in 1980.(Check out her profile pic from the 1st day! She looks like Farrah Fawcett!) She’s the original OG Recruiter! In her 70’s, she still could out recruit probably 99% of Recruiters in the world! Old school and proud of it!

Want to work with me? I want to work with you! 

Here’s what we do:

  • Contract staffing – helping organizations for 38 years build that part of their company that they want to maintain as contingent to add flexibility to their workforce.
  • Sourcing Projects – we will your funnel with talent and let you do the recruiting
  • Project RPO – we bundle some critical hiring for you and do the entire thing end-to-end
  • Traditional Direct-hire staffing

I also do a bunch of Talent Acquisition consulting with clients as well, helping them build out their own recruiting tech stack and just flat out execute better when it comes to their own direct hiring and figuring out what’s the best way to get the most out of your recruiting team.

So, yeah, I write a lot. I speak quite a bit. I do webcasts, etc. But that’s not the full-time gig. I wrote a post a few years ago titled “What would it take to get you to work 80 hours per week?” I don’t work 80 hours per week, but I probably work 60-ish. A lot of nights and weekends to make both my full-time and my side gig work.

The reality is, if I don’t work my full-time gig, my bills don’t get paid. That’s real life. So, let’s work together! I would love to get to know more of you and work with a bunch of you. Send me a note and let’s connect – sackett.tim@hru-tech.com.

Doing Time in Recruiting

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Have you done any time? I asked the unsuspecting young lady sitting next to me. She just stared at me not sure if I was joking or serious, and really not wanting to engage either way. 

Old recruiters tend to be a bit forward. Their time has worn away the niceties and cultural norms society places upon us when you go through the system.

Mine have been gone for a while now.

“Have you done time?”, Is me asking you, if you have ever worked in staffing? Corporate TA isn’t time! Corporate TA is an all expenses paid trip to Disneyland, with the Disney Princess breakfast included.

How long was your sentence? 

It seems like most recruiters do a cup of coffee and get out for parole within a year. A fucking year! I’ve got searches on my desk longer then a fucking year! 

What can you learn in staffing in a year? That you suck at Recruiting is really the only thing I can think of. You don’t even learn the language of what you’re searching for in a year!

I think everyone in talent acquisition should do some time in staffing. It produces calluses, it thickens the skin. Staffing doesn’t come close to giving you all you need for a corporate TA job, but it gives you one thing that is desparately lacking. It teaches you how to fill positions.

I’ve worked in both staffing and corporate TA and I loved both. Both a very different and I loved them for different reasons, but I’ve always been extremely grateful that I had experience in staffing before I went into corporate. Both sides have lifers, and it makes sense. Some people know that one side is just for them and the other isn’t.

So, on this day, hit me in the comments and let me know how long your sentence was, or has been, and let us celebrate our time served!

Budgeting Yourself to Below Average Recruiting

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I was with a great group of TA leaders this week at the ATAP annual board meeting. One of my colleagues made a comment during a break:

“You can’t budget yourself to great TA”

A Great TA Leader Once Said

Meaning, if you keep cutting your TA budget year after year, eventually your tech is going to be so dated, or behind the times, that you won’t be able to ever pull yourself out of the hole you budgeted yourself into. While you’ll save some money in the short term, ultimately these ‘cuts’ to the budget will cost you more overall when it comes to filling positions.

Ideally, you work for a c-suite that actually understands this and they aren’t coming to you asking for you to cut your TA budget and produce more quality hires, faster! That doesn’t really work, unless you’ve gone a run of ten straight years of padding your TA budget year after year with extra and this budget cycle is about getting back to a midpoint.

I’m not saying you need a ton of budget to have solid TA tools and processes. Too often we overspend on technology that has a lot of promise, but little actual, proven ROI. Also, we hang on to bad budget investments. Most TA leaders I speak to don’t have a real clear picture of what their best sources are and how much they are paying for each source.


When they run this analysis and really dig in, they always uncover a bucket of money that is being thrown away, but it’s a ‘legacy’ tool that at one point they relied on, but now it’s not producing like it once did, but they hope it’s going to come back, so they keep throwing money at it. It’s really scary to cut a tool that is actually producing hires, even when that tool is expensive, because we believe if we cut that over-priced tool we won’t get those hires from somewhere else.


Let me give you a Pro TA Tip! You will! Cut that $50K tool, take $25k of that money and give it to your most productive source in some way and you’ll most likely actually get more hires from that investment then you got on your weaker performing over-priced tool.

I don’t like to go backwards on my TA budget unless we know we’re going to have less hires for that budget year, or we are doing something to increase retention that will impact our capacity in a positive way. Every single time I’ve been asked to cut TA budget, but still produce, we didn’t get better, we fought like crazy to stay the same, or we got worse.

Be careful my TA friends when that budget director, CFO-type comes to you looking for cuts, but also wants you to produce the same or more. If you get trapped into this scenario make sure they give you some concessions on what they are willing to give up when it comes to your team’s services and make sure to continually remind them of your budget cut each time they complain that recruiting isn’t getting the job done!