Category Archives: Branding

I’m Hiring! Are you sure you want to work for me?

Posted on by
Reply

Okay, I’m adding a Recruiter to my team.  At hru-tech.com, we do mostly engineering and IT contract recruiting, some direct placement recruiting and some project RPO work for clients around the country.

I would put my team up against anyone.  They’re that good, and most are homegrown!  That’s right, the majority of our staff came in entry level and we smacked off that new car smell like an old bag of Taco Bell that’s been sitting in your back seat for three weeks in the summer.

I started looking around and getting the word out a couple days ago.  You would think it would be easy.  I don’t really ask for a lot, but I sure know it when I ‘hear’ it!   Recruiting is a pretty good gig.  It’s transferable. I’ve worked in 5 different states, 4 different industries and my recruiting skills I can take with me anywhere.  It’s the one thing I can guarantee you if you come work for me. You’ll always be able to find a job and make money.  Every economy needs good recruiters.

The pay is way better than your normal crappy sales jobs selling cell phones or renting cars to people that bring in their phone bill and a report card. The hours are pretty good. No weekends. A few nights here and there.  You get to interact with a great group of people. The latest and greatest recruiting tools.

What’s crazy to me is how hard it is to find people who want to do this job, and that can be good at it!  I like for people to have a four-year degree.  The actual degree isn’t as important, as the process of gaining that degree.  I find those who worked their way through college, tend to be better recruiters.  Bartenders might be the best previous job if I was forced to pick one. Any kind of job that had you on the phone talking to people would be second.

There’s also a need for people who don’t freak out when they are held accountable for results.  That eliminates most people who want to work in government or big companies.  My recruiters don’t sit around and wait to get paid.  So, self-motivation is important, as long as it’s targeted in the right direction.

Work-life balance is really important to me.  Hold on, let me define work-life balance.  Work-life balance is when you do enough work that I pay you so you can have things and do things you want to do.  It’s not you doing whatever you want at any time you feel.  That’s not balance.  Balance means equal both ways, work and life.

We aren’t saving the world.  For some people that’s really important.  We do find people some really, really good jobs.  Some people find that cool and rewarding.

I care about you as a person, and I want to see you be wildly successful.  I’ll treat you like family. The family that you actually like, not the ones you try to forget about.

The position is in Lansing, MI. No, you can’t work remote or virtual or on a boat, unless the boat is in the parking lot of our building, then you can work on a boat.

So, if you’re interested send me a note – sackett.tim@hru-tech.com.  

If you are interested, and I don’t think you’re a fit, I will actually tell you why I don’t think you’re fit.  Some people like that. Some people think they’ll like that.  Some people don’t like that at all!

Are You Tired of Your Employment Brand?

Posted on by
4

You might be tired of your employment brand…but your candidates aren’t!

That’s real.

This happens all the time in organizations.  Talent acquisition isn’t feeling successful, or they’re getting pressure to do more/better/faster, and they start looking for excuses.  The one excuse that always comes up is ‘our employment brand is old/tired/sucks, etc.’   It might be that it is old/tired/sucks, but it’s usually just an excuse.

Here’s what happens internally at your organization.

1. You have an employment brand. If you say you don’t, you’re lying to yourself! You do, you just didn’t have a part in making it!

2. You’re having trouble attracting the talent you want.

3. You believe having a really cool new employment brand will help attract the talent you can’t attract.  Which it might, but most likely not.

4. You use your old employment brand as a crutch to why you can’t be successful in talent acquisition.

The real problem has nothing to do with your employment brand.  For most companies, your candidates have little knowledge of what your actual employment brand really is.  Most candidates equate your employment brand to your consumer brand.

So, externally your employment brand is what it has always been.  The real problem is we get tired of our employment brand really fast because we are dealing with every single day.  We forget that most candidates only will engage our employment brand usually once in a lifetime.  So, they aren’t tired of it at all!

Any time I hear a talent acquisition pro tell me they can’t attract talent, and blame their employment brand, I question their ability to actually recruit.  Being able to attract talent has very little to do with your employment brand, and more to do with your own perception of your employment brand.  Our reality is most candidates have hardly any idea of our employment brands, until we engage them with it.  If you are great at selling your brand, the candidates are more than likely going to have a positive perception of your employment brand.

If you believe your employment brand sucks.  More than likely so will the candidates you’re contacting.  It comes back to your attitude about your company.  I’ve never seen or heard from a recruiter who desperately loved their organization who said they couldn’t find talent!   Coincidence?  I think not.  If you love your organization, and you recruit, you usually are pretty successful.  If you don’t like your organization, and you recruit, you usually are pretty crappy at it.

Just because you’re tired of your employment brand, doesn’t mean everyone else is.

 

Make HR Suck Less

Posted on by
1

Are you working in a HR department that sucks?  You know if you are, it’s alright, you can admit it – it’s the first step of changing it.

I bet I talk to over a hundred HR Pros a year that begin the conversation with – “our HR department sucks!” or “my company doesn’t get it when it comes to HR” or “Our HR department is terrible”.   It’s not the outlier, it’s the norm.  So, many HR Pros working in HR functions where the organization has the feeling that “HR” sucks in our company.  If you’re not in one now – great – but chances are you have either been in one before, or eventually you’ll make a “grass is greener” decision and put yourself into this situation.

You know what?  We have the power to make HR Suck Less.  Yes, you do.  Stop it, you do.  No really, you do. Alright that’s enough, just play along with me at least!

Here are the 3 steps to making HR Suck Less:

1.  Stop doing stuff that Sucks.  But Tim! We have to do this stuff.  No you don’t – if your HR shop blew up tomorrow – your organization would still go on.  Over time you’ve “negotiated” to do all this sucky stuff – thinking it would “help” the organization, or give you “influence”, etc.  Stop that.  Give it away, push it out to other departments – start doing stuff that doesn’t suck, more than doing stuff that does suck.  It’s not easy, but it can be done, little by little.

2.  Get rid of people in HR who Suck.  Some people get real comfortable with sucking.  They wear their suckiness around like a badge of honor.  You need to cut the suck out of your department – like cancer!

3. Stop saying that you Suck.  We brand ourselves internally with everything we do – and if you say that you suck at something – the organizational will believe you suck at something.  If you say we are the best in the industry at recruiting our competitions talent away from them – you’ll be forced to live up to that – and little by little you will live up to that and the organization will begin to believe it as well.  Signs and Symbols!

Every single HR Shop who feels they suck – doesn’t have to suck.  If you feel you don’t suck, but everyone else tells you that you suck – you suck.  You’re just delusional and you keep telling yourself things like “we have to do this stuff”, “it’s the law”, “we don’t have a choice”, etc.   This is the first sign you’re comfortable with sucking – you aren’t listening to your organization.

No one has to suck – you can decide to do things in a complete different way. Perception is reality in terms of sucking.  You need to change perceptions, not reality.  You can still accomplish the exact same things, just do it in a way that people think you rock.  Start saying “Yes” to everything – not “No”.  “No” sucks.

Sucking less is a decision – not a skill.  You all have the skills – you just need to make the decision – to stand up and believe – Today we will no longer Suck!

The 6 Things You Need To Know To Be Great At HR

Posted on by
6

The one great thing I love about going to HR and Talent conferences is that you always get reminded about what really good HR should look like.  It doesn’t mean that your shop will be there, but it gives you something to shoot for.  I’ll admit, sometimes it can be frustrating listening to some HR Pro from a great brand tell you how they ‘built’ their great employment brand through all their hard work and brilliant ideas.  All the while, not mentioning anything about “oh, yeah, and we already had this great brand that marketing spends $100 million a year to keep great!”

Regardless, seeing great HR always reminds me that great HR is obtainable for everyone.  Great HR has nothing to do with size or resources.  It has a lot of do with an HR team, even a team of one, deciding little by little we’re going to make this great!

I think there are six things you need to know to make your HR department great:

1. Know how to ‘sell’ your HR vision to the organization and your executives.  The best HR Pros I know are great storytellers, and in turn great at selling their visions.  If you don’t have a clear vision of what you want your HR shop to look like, how do you expect others to get on board and help you get there.  Sit down, away from work, and write out exactly what you want your HR shop to look like.  Write it long-hand. Write in bullet points. Just start.  It will come.

2. Buy two pairs of shoes: one of your employees and one of your hiring managers. Try them on constantly.  These are your customers, your clients.  You need to feel their joys and pains, and truly live them.  Knowing their struggles will make you design better HR programs to support them.  Support them, not you.

3. Working hard is number 1.  Working smart is number 1A.  Technology can do every single transaction in HR.  Don’t allow tasks and administrative things be why you can’t do great HR.  Get technology to do all of this busy work so you can focus on real HR deliverables.

4. Break something in your organization that everyone hates and replace it with something everyone loves.  This is usually a process of something you’ve always done, and people are telling you it still has to be done that way. Until it doesn’t, and you break it.  By the way, this doesn’t have to be something in HR.  Our leaders and our employees have so many things that frustrate them in our environments.  Just find one and get rid of it.

5. Sometimes the path of least resistance is the best solution. HR people love to fight battles for the simple act of fighting the battle. “NO! It has to be done this way!” “We will NOT allow any workarounds!”   Great HR finds the path of least resistance.  The path of greatest adoption.  The path which makes our people feel the most comfortable, even if it isn’t the path we really, really want to take.

6. Stop being an asshole. You’re in HR, you’re not a Nazi.  Just be nice.  We’re supposed to be the one group in our organization that understands.  Understands people are going to have bad days and probably say things they don’t mean.  Understands that we all will have pressures, some greater than others, but all pressure nonetheless. Understands that work is about 25% of our life, and many times that other 75% creates complete havoc in our world!

Great HR has nothing to do with HR.  Great HR has a lot to do with being a great leader, even when that might not be your position in the organization.

Job Descriptions are Just Commercials for Jobs

Posted on by
6

Only Employment Lawyers and HR Pros from 1990 believe that Job Descriptions are important legal-type documents that are still needed in 2014.   Most companies have given up on job descriptions (JDs).  At best you’ll find them, today, using ones from back in 1990 when people thought writing JDs was an important part of human resources.  You’ll still find a few HR Tech vendors around trying to make you believe this is an important skill to have.

Our reality, though, is that JDs are really just a marketing tool to get you interested in a position and company. Nothing more, nothing less.

If this is true, 99% of companies are failing at JDs in a major way!

The other 1% are using titles like “Ninja Developer” and think they’ve gotten it solved.  The problem we all share is that we haven’t let marketing just take this part of our business over. It’s a legacy thing.  Somehow we believe only people in HR can write job descriptions.  It’s that ‘legal’ thing again.  We need to make sure we put “EOE” on the bottom, and you know you can’t trust marketing to do that!

Last week a Facebook group I’m in shared the following employment branding commercial:

I know, this isn’t a job description, but do you really think the JDs at Kixeye look like your JDs?  No, they don’t!

I know. I know. Your company can’t do something like this.  You’re probably right.  But you can do something that is more like you. More authentic.  More real. More, well, you.

That’s the problem with your JDs.  They aren’t you.  In fact, I would argue they aren’t anyone!

Your JDs, most JDs, are just a boring list of job requirements, that may not actually be required, and skills needed to do the job, that may not actually be needed to do the job.  Job descriptions have turned into those things most companies are embarrassed to even show you.  Weekly, I have conversations with companies that will either say they don’t have a job description, or the job description is old and updated, or just flat out ask me to help right them a new one!

It’s time HR gave up the job description business and handed it over to marketing where it belongs.

 

Prospective Employee Camp

Posted on by
3

In athletic recruitment there are these things called ‘Prospect’ camps.  Depending on who you talk to these are either just coaching staff supplemental income, or serious recruitment functions needed to get prospective student athletes on campus.

Whatever they are, they’re a little genius!

Here’s how the entire system works.  Usually an assistant coach emails your kid, who has a dream to play college athletics, that they are having a prospect camp and you’re invited to attend, for $150. Two things just happened: 1. Your kid just got an email from a college coach; 2. That coach insinuated that your kid is a ‘prospect’!  Either way, there’s a good chance you’ll bite and pay the $150.

A couple of things happen at these camps.  Coaches actually invite players they really do have interest in, and they invite anyone else who is willing to pay $150!  So, a hundred kids show up, two or three which have actual ability to play college athletics, and they go through drills and modified games.  You instantly know who has ability because the coaches spend time with those kids.  If your kid doesn’t have a coach talking to him or her, they don’t have ability.  It’s a real quick and easy way to set your own expectations.

These camps are a necessary evil of the function of recruitment.  While most parents don’t like them, they all pay the money and have their kids attend.

These prospect camps got me to thinking if we in HR could do this in our organizations.   Could we charge $150 to have potential employees come in and check us out, while we check them out?  We run them through some tests, show them our facilities, make them compete against others in their same job function, spend time with our employees.  At the end of the day, we offer a couple of them jobs.

Could it work?  Maybe not for the average organization, but what about Google or Apple or some other big organization that has thousands wanting jobs with their company?  I think it could work.  The one issue we face is the expectation.  “Well, I paid $150 what do I get for this?!”

We would have to deliver $150 worth of ‘value’ in these Prospective Employee Camps.  I think that is probably the easy part.  Think interview skills, resume skills, leadership skills, some hardcore job function skills based on what they actually do.  It’s part self-development, and part dating game.  People pay millions of dollars per to sites to find their perfect romantic match, with most failing to do so.

Prospective Employee Camps might just be a way for your organization to set itself a part from all the noise, and get candidates to come in that truly interested in (I’m willing to pay to be here, truly) and want to be a part of your organization.  I know, crazy idea, but when you see it work in one area it just begs to be tried in another!

 

What Kind of Mentor Are You?

Posted on by
Reply

I got asked to be a mentor for someone recently.  It’s not the first time I’ve been asked, but I found myself wondering what ‘Tim Sackett’ as a mentor should look like.  Maybe it’s where I’m at in my career, but I found myself wondering what is it that I could really give someone coming up in our industry.

I would assume anyone asking for a mentor doesn’t really want me to show them how to recruit.  They’ve probably got that down pretty well, at least the basics.  The advanced stuff is probably best taught by some folks much better than me (Glen Cathey, Jim Stroud, Amybeth Quinn,  Paul DeBettignies, etc.).

Maybe I could offer up some help on the employment branding/marketing side on HR and Talent Acquisition.  I’ve had to do that for the last 20 years, I probably know just enough to better than most, but not as good as folks like Laurie Ruettimann, William Tincup, Maren Hogan, Lance Haun and Matt Charney.

I’m just dangerous enough with HR Tech that I could probably help out in that area for sure.  I’ve bought and implemented systems and tools at every stop in my career.  I know the game, but I certainly don’t know it as well at Steve Boese, William Tincup (again), John Sumser, etc.

It could be my mentee could use me for just straight HR generalist knowledge base.  If I know anything, I know a little about almost anything in HR from my stops in my career.  While I love talent acquisition, I really consider myself more of an HR pro.  Probably not as good as Kris Dunn,  Dawn Burke, Robin Schooling, Jessica Miller-Merrell, etc.

Compensation and Benefits, maybe that’s should be my ticket?  Um, no, probably not.  I probably know the least about this area as a whole and Ann Bares is my go to person for all things compensation.

There’s got to be something I’m the best at, worthy of being a mentor.  What about employee engagement?  From small companies to organizations with tens of thousands I’ve had employee engagement as a major measurable, I could do some damage here.   But, again, not as well as someone like Paul Hebert.

Talent acquisition as a function might be something I’m most comfortable with.  In my career, I’ve been constantly pulled into TA no matter what organization I’ve been in.  It’s been the one constant in my career, start in HR, and end up in Talent Acquisition.   Moving an organization from old school, post and pray, to one that hunts for talent is right up my alley. I don’t really know anyone I would recommend over myself on this.

As a mentor I think the most valuable thing I can give someone is the network I’ve built over the years.  It’s something I discovered a long time ago. I’m probably not going to be the best at any one thing, but I can know people who are.  Having the ability to know you need to surround yourself with people who are better than you, especially in areas you’re weak, is the key to having success in any stop you have in your career.

As a mentor I’m probably going to find out what you’re bad at, then introduce you to people who are really good at those things.  You don’t need to the best at everything when you surround yourself with the people who are the best at everything!

Why I can Recruit and You can’t

Posted on by
1

TaxFoundation.org recently released a map that shows how much $100 is worth for each state.  The concept being where you live has a huge impact to what you can afford to buy with that same $100 bill. Here’s the map:

It begs the question, why would anyone live in D.C.? Or New York? Or California? Or New Jersey?

I’m not a coast guy.  I live in 4 bedroom, 3 bath house in Michigan that costs under $350K.  It’s new. It’s in a great neighborhood. I don’t have a highway running through my backyard. I’m close to a university, shopping, good restaurants, etc.  I’m getting the most out of my $100!

Don’t get me wrong. I love to visit big cities. Chicago and Detroit are both close, so those are easy. New York  and D.C. are great. California and Texas are lovely. I’m always thankful to come home.  No traffic. Little crime. Kids still seem to be kids.  Basically, I’m Ward Cleaver.

Michigan, and the Auto Industry, is going through a big growth bubble right now.  It’s a combination of the Auto industry coming back. No one bought cars during the recession, so pent up demand.  Aging auto workforce that stayed on through the recession and now wants out.  There are thousands of jobs in Detroit for technical workers.

Recently, I had a company contact us about helping them find automotive engineering talent to go to California for a start up.  They want to build an entire car start up in Silicon Valley.  My first question was, why?  They don’t really have a good answer to the why.  Besides the fact, well, this is where we are now.  Okay. I can recruit auto engineers for you, from Detroit to Silicon Valley. But understand, Detroit talent is going to have sticker shock!  Major sticker shock!

They are use to getting more that $100, for their $100, and now I’m going to tell them I’ll give you $85 for your $100.  This is really like a decrease of 25% to go and do the same job.  Well, they said, we’ll pay more.  25% more?  Even so, my $350K house is $1.3M in Silicon Valley for less house.  But you’re close to the beach!  For $1.3 I better be on the beach! Is the mindset of an engineer from Michigan!

Recruiting is a mindset.  You can see why I can recruit folks to the Midwest!  I know the hot buttons to push.  Everyone has a certain value they want for their $100.  For some the ocean and the beach and sunny weather is price they will pay for.  For others, they want less traffic, quiet, clean air.  It’s your job as a recruiter to be able to find that value, and not let your own perceptions of that value get in the way.

It’s Too Long

Posted on by
5

Wait for it…

“That’s what she said!”

I saved you the trouble.

Being too long is a major problem in the world today.  People aren’t willing to wait, primarily because they don’t have to.  Baseball can’t attract a young audience because the kids don’t want to sit around for three hours, at a minimum, to find out the outcome of the game.  Soccer is exploding in the U.S. because it’s 90 minutes and they don’t even stop the clock when someone is injured!  No commercial breaks, except for a short halftime period.

People won’t read a 700 page book, they want 300.  No one wants to watch a three hour movie, make it two.  Why do we have to have an hour meeting, make it thirty minutes.

Being too long is not a weakness you want to have in todays world.  Being too long is now a sign that you probably don’t really know what you’re doing.  If you can’t be short and concise, you’re looked at as ‘old fashion’.

That’s what your candidates are thinking of your selection process.  You try and tell yourself, and your leadership, that we ‘take our time’ because we want to ‘make the right decision’. But your competition is making those same decisions in half the time.  You’re old fashion. You’re broken.  You’re taking too long.

Moving fast used to be considered reckless.  Older generations would tell us to ‘slow down’.  Measure twice, cut once.  But, what if I made a process where measuring once was all that was needed, and I could eliminate the second measure?  Wouldn’t that be better?

The legacy of the recession in Talent Acquisition is this, you had less to do, so you filled that time trying to add value.  There is a tipping point to adding value.  You extending the length of your selection process at a point no longer adds value.  You’re taking too long to make hiring decisions.  I know this because I’m constantly hearing stories of candidates you want, accepting offers from other companies before you’re ready to make an offer.

You’re taking too long.

 

The 1 Reason You Can’t Find Talent Right Now

Posted on by
2

There’s one big reason you can’t find talent right now.  Here it is:

Simple economics plays a huge role in your ability to hire well.  We all like to think we are super star rock star talent acquisition pros, but the reality is we are mostly just pawns in economic cycles.  Sure you can have a great employment brand, and have great recruiting tools, and even have the most talented recruiters money can buy.  But rarely can’t you beat simple supply and demand.

Want to know why you’re struggling to hire right now?  There aren’t enough candidates for the jobs you need to fill.  It’s really quite simple.

We have an extended recession where almost all employee development and employee growth programs got cut to the bone.  No apprenticeships. No internships.  Old people held onto their jobs because of  the recession, while younger people went and found other ways to make ends meet.  The stock market that was in the tank during the recession came back bigger than ever.  The old people now want to retire, and they are in bulk!

Now you want to hire because business is back!  You have new positions to add. You have old employees leaving you with all of that knowledge, and you haven’t seriously tried to grow an employee in a decade.

It took you 10 years to get to this point.  It’s going to take you more than increased job board ads and new ATS to get you out of this.  Here are few tips to get you through a Candidate Driven Marketplace:

1. Start growing your own now. No, it’s not a short term solution. But you must realize your problem is both short and long.

2. Get comfortable with stealing talent from your competitors and anyone else. Also, they’ll be stealing from you.  Welcome to the show.

3. Upgrade your recruiting staff, yesterday.  Yeah, I like Bonnie to, but she can’t really recruit.

4. You have to get your organization to understand your reality.  Like Hillary said, “It takes a village”.

5. Learn the concept “Total Talent” and get comfortable with it.  The rest of the world already has.  The U.S. is a decade behind.  Total talent is the concept that an organization has many avenues of talent: direct employees, consultants, contract employees, temporary employees, part time, job share, etc. No longer should you even want just ‘direct’ employees.  Smart talent acquisition strategy incorporates all levels of talent, not just one.  Unless your name is Bonnie.