Category Archives: Business

‘Short-timer’s’ Guide to Getting Fired (Dead employee walking edition)

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You know what happens when someone is on the path to being fired?  They start doing all kinds of strange things.  They’re actually fairly easy to spot, and if you follow these rules and guidelines you will be able to pick them out or know if it’s you that is about to be terminated.

In the HR game, we call these people about to be fired or leave our organization, ‘Short-timers’ (they’ve only got a short time left!).  I also like to refer to them as ‘dead employee walking’, because so many hiring managers will know for months they want to terminate an employee, but they don’t.

Instead, they begin to treat them like they’re dead.  They ignore them, stop giving them work, ‘forget’ to invite them to meetings, etc.  Almost like they’re dead.

Regardless of what you want to call them, I think we owe it to give them some rules about what to do and not to do when they hit a period of their soon-to-be-over employment.

Short-timer’s Guide to Getting Fired:

  1. Don’t start working harder. You’ve already been shot, you just don’t know it yet.  You working harder to try and save yourself just looks sad and pathetic. You had a chance to save your job, now is not the time.
  1. Don’t start talking about how you’ve been wronged. You actually might be wronged, but no one wants to hear it, and me talking to you puts me in your camp, and I don’t want to be in dead employee walking camp.
  1. Do start lining up references from those who still like you. You’re going to need references from your last employer. Do that now. It’s hard to say no to your face. It’s easy to ignore your email and phone calls after you’ve left.
  1. Do start slowly take personal effects home, little by little, so not to be noticed. This way when the big announce happens you aren’t asking people to help you carry stuff out to our car.
  1. Do start looking for a job. It’s one million times easier (that’s an exact figure from my research) to find a job when you have a job than when you don’t have a job.
  1. Don’t profess your love to a co-worker on your way out. It’s really not a great romantic time to do something like this. “Hey, Tina! I’m out of here! But I’ve always wanted to hook up, call me!” Yeah, just what Tina needs, an out of work slacker to add into her life.
  1. Do clean out your computer files and delete all search histories. You know what we do when you leave? We look at your search history on your computer and laugh. Laugh loudly and often. We don’t know exactly why you were searching for an all-black toilet seat, but it’s funny not to know!
  1. Don’t start trying to take other people down with you. Here’s the deal; you’re about to get fired. You are trying to bring others down with you won’t work because you have no credibility.  In fact, it will probably just quicken your exit.
  1. Don’t burn bridges. It’s a small world when it comes to professions and employment. That boss you tell off today might be the same executive that stops you from being hired someplace else down the road.
  1. Do burn all of your corporate logo wear. Yeah, like you’re really going to wear your old companies gear when you got fired! No, you’re not.  Burn it.  Have a party and dance around the flames.  It’s cathartic, in a way, to rid yourself of these signs and symbols of a part of your life that is now over.
  2. Take a bunch of office supplies home. You know what you need in a job search, office supplies! Plus, now that you’re on the unemployment, you don’t really have extra money to spend on office supplies, so start hoarding while you can!

People Who Are Always Late Are the Real Terrorists

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I have a confession to make. I’m anally retentive on time. I’m so on time, that if I’m ‘on time’ I think I’m late. For me, being on time means I’m ten minutes early to whatever it is I’m scheduled to do.

If I know I might be late, I get anxiety. My close friends, and my wife, know this about me and usually if they know I’m feeling frisky, they’ll push this button!

Look, I get it, I’m not proud of this. We all carry around our own demons…

My take on this is there could be worse things in the world I could have problems with! I could be a drug addict. I could kick puppies. I could be completely rude and annoying and show up late to stuff and put other people out and show how I don’t care about them by not respecting their time and making them believe I must be more important than them by showing up after the agreed upon time! Yeah, like those things!

So, one of these always late terrorists put together an article recently and basically said that people who are always late are “more successful and live longer, says Science”.

You can bet, I took offense to this! It goes against every fiber of my being not to be late!

So, here’s a bit from the article and the ‘science’ they claim to have to back this up:

In DeLonzor’s book ‘Never be late again’, she says: “Many late people tend to be both optimistic and unrealistic, she said, and this affects their perception of time. They really believe they can go for a run, pick up their clothes at the dry cleaners, buy groceries and drop off the kids at school in an hour…

In a study of salesmen carried out by Metropolitan Life, “consultants who scored in the top 10 percent for optimism sold 88 per cent more than those ranked in the most pessimistic 10 percent”. Their performance is better because their outlook is better…

People who are late, but genuinely don’t mean to be – the ones who want to be considerate, often live in the moment and find it hard to save for the future, says Alfie Kohn on Psychology Today. Some people “can’t summon the self-control to be on time” which would mean that person “probably has trouble getting his or her act together in other ways as well – say, around saving money or saying no to junk food.” Oops.

So, if you read the entire article the ‘science’ is basically this:

1. People who are late are optimistic.

2. Optimistic people in a sales role will sell more.

3. Selling more means you’re more successful.

4. Thus, People who are late are successful.

Apparently, people who are late also are bad at math and regression. Since you can not correlate being late to optimism to success to jump and put all those together!

Let’s face it, people who are late are awful people, and usually unsuccessful because they’re probably constantly trying to catch up from being late, and most likely fired often because they fail to keep commitments they made. Because they’re fired and constantly running behind, they’re most likely, also, stressed out more often than the fine, well-standing folks who show up on time, and that stress is a killer!

I have to assume the person who wrote the article was running late so they just made up some data and science to fit their lateness. I don’t condone it, but I understand. The habitually late need our help. It’s really more of a disease than a conscience decision. We might want to put in some legislation to give them extra protections. I want to be empathetic to their difficult plight of showing up to commitments on time! I’m not a monster.

Seriously, if you’re one of these terrorists, just know that everyone, deep down, hates you with a passion.

The Number One Reason Employees Fail

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“Everybody is a genius. But if you judge a fish by its ability to climb a tree, it will live its whole life believing that it is stupid.”

Albert Einstein

It’s about that time when the HR conference season gets into full swing, so I’m beginning to prepare myself for the hundreds of conversations I’ll have with great HR Pros all over the world.  One thing that I will hear over and over and more than anything else is: “HR just doesn’t get…”  To be honest,  I think HR gets a whole bunch, but I think many of us lack the courage it takes, at the right time, to show how much we actually get.  So we sit there with our mouths closed, and others then have this perception we don’t get it.  But we do. We just weren’t able, or ready, to put our necks on the line, at that moment.

I do agree, though, that there are still certain things we struggle with in HR.  For me, the above quote from Albert sums up what we still struggle to appreciate in HR. We hire people for one set of skills than upon arrival, or at another point in their tenure, expect them to perform a different set of skills.  This behavior happens every day in our organizations. It’s a classic reason at why most people fail in your organization.

I bet if you went back and measured your last 100 terminations in your organizations, 60% of your terms would fall into this category: the person wasn’t performing, but the job they were asked to do was different from what they were hired to do originally.

So, what is it that we still don’t get in HR?

We don’t get the fact that we hire for a certain set of skills and the job changes, so we now need a new set of skills.  Training and Development are still living in this dream that they can drastically change adult learners by having a 44-hourtraining session and having each participant sign a sheet saying they received the training. Then, we all sit around a conference table analyzing our turnover and wondering what happened, and why all these people magically turned into bad performers.  It’s not them, it’s us!

So, what can we do about it?

The first step is realizing HR, and the organization, are part of the problem.  You can’t hire a bunch of fish because you need great swimming skills, then change the skill need to climbing and expect your fish to turn into monkeys.  It has never worked, and it will never work, even if you change your department’s title from Training to Organizational Development.

So, do you just fire everyone and start over?

Maybe, if the skill needed to change is that drastically different. More realistically, we need to have better expectations on the amount of time and effort it is going to take to get people back to “average” performance, not “great” performance.

Setting realistic expectations with your operations partners will give you a better insight to what route your organization is willing to suffer through.  Either way, there will be some suffering, so plan on it and prepare for it. Then go buy a bunch of bananas, because if want those fish learn how to climb, they’re going to need a lot of incentives!

Stop Creating HR Metrics! You Already Have What You Need #TSLive17

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I was out at Halogen’s TalentSpace Live 2017 event this week speaking to great HR pros and leaders. Halogen is the king of performance management and they just announced their merger with the king of Learning, Saba. Together, they have a pretty great 1-2 punch for organizations to check out.

TalentSpace Live brought in Patty McCord one of the main builders of the famous Netflix Culture deck (if you haven’t read this, you need to take a few minutes and do it!):

Patty was an awesome speaker for an HR audience. Real, fresh, in your face with great energy. She’s the HR leader everyone wishes their organization had.

Patty made a statement that stuck with me:

“The metrics to running HR are already in the business, you don’t need to create new ones!” 

What she was talking about was HR shouldn’t be focused on HR metrics, HR should be focused on business metrics (Profit, Revenue, Net Income). She went on to say “Retention” isn’t a business metric. Senior leaders don’t care about retention.

They care about Profit, Revenue, Net Income, Margin, etc. As HR leaders we need to show them the impact to business metrics when we suck at HR. We need to talk about what we are doing in HR using business language, not HR language and words.

“We believe we can increase margins if we put this program in place to control the amount of money we are having to spend to replace workers when they leave us.” Not, “Our retention is worse than the industry average and we have a program to lower our turnover.”

Senior leaders hear two very different things when they hear those statements, even though they basically are pointing out the same problem and solution.

We don’t need more HR metrics. We need more HR leaders focusing on the metrics of our businesses that are already in place and show us whether we are successful or not. Patty also shared she thought every single employee should have P&L training.

If your employees know how the organization makes and loses money, there will be no question on what direction they need to take in their daily job duties to have a positive impact on that outcome. Too often we tell them what to do assuming it’s too complicated for them to understand.

If you teach your employees how you make money it’s always amazing to watch behaviors change in how they do every job in your company. I find the vast majority actually want the organization to be successful but didn’t know how to help until someone connected all those dots to their job.

I really enjoyed Patty! She spoke my language! If you get a chance check her out!

The Top 5 Predictors of Employee Turnover

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Quantum Workplace recently released a study they put together on the predictors of employee turnover. Employee turnover is becoming a huge issue as the unemployment rate falls, which is expected. As your employees have more options, they’re more likely to leave.

I’ve always been a fan of Quantum’s research but this one seemed a little light. Here are their five predictors:

  1. Lack of job satisfaction.
  2. Individual needs unmet (health, wellbeing, balance)
  3. Poor team dynamics (Basically they hate working with the people they work with, or the team hates them, either way, they’ll be leaving)
  4. Misalignment (this is a hiring fit issue – you hired the wrong person for the job. Could be culture, skill set, etc.)
  5. Unlikely to stay (when an employee indicates they want to leave, most likely they will leave. DUH! This was actually #5! How can this be a ‘real’ indicator of turnover?!)

Okay, I’ll give them the first four reasons. Of course, those are all real reasons someone will leave. Are they the top 4? Depends on your environment. Number five is just flat out silly! “Hey, when someone tells you they’re about to leave, that’s a predictor they’re going to leave your employment.”

Really!? When I tell someone I’m hungry, guess what? That’s a predictor I’m hungry! Probably could have come up with a better number five! But, check out the study, they also give some tips and insight on how control turnover.

What are the real Turnover Predictors?  Here are my Top 5:

#1 – My boss is an asshole.

#2 – I hate what I’m doing, so I’m unwilling to put up with any B.S.

#3 – I oversold myself and I will most likely fail, so I’m leaving for a new position before you fire me, so it will look like this was my position.

#4 – I’m a bit crazy (or a lot bit crazy) and my co-workers hate me, so I need to find new co-workers to creep out.

#5 – I’m telling you I’m leaving! (Ha! Just kidding!)

#5 – You’re underpaying me for what I’m doing and we both know you’re underpaying me.

Bad bosses and not paying market will kill your retention of great talent faster than anything! The crazy piece of this is I always find that organizations clearly know about both of these issues.

If you ask an organization who the worst managers are they almost always align with the highest turnover by department, location, etc. The same thing works with those being underpaid in your organization.

People will take off if the market is clearly paying more and your organization is just average. The worst part of this is most organizations will then overpay to get back average or less talent when their good talent leaves. The market always wins. Always.

 

 

 

 

Everything I Know About Recruiting I Learned from my 70 year old Mother!

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So, most of you know I’m the President of HRU Technical Resources. Most of you don’t know my Mom is the CEO!

She makes sure to point that out to me about once per month! Today is her 70th birthday. While it’s been a while since she’s been on the phone filling requisitions, to this day, she can not turn if off!

She started her technical recruiting company in 1980 when almost no women started their own businesses, and it’s been successful every year we’ve been in business. Through two major recessions, constant competitive pressure, and an every changing client environment.

She’s the only person I’ve ever met in business I would not want to compete against! How’s that for a role model growing up! She resisted, before resisting became in fashion!

So, I wanted to share some of what I learned about recruiting that she taught me:

– The recruiter with the most activity will almost always have the most placements. 99.9% of the time.

– Our clients are important, but if they ask you to work for free, you won’t be able to help them for too long. Only work with companies that value the work you give them.

– Talent is the lifeblood of our business. It’s the only thing that will differentiate you from the competition. Never forget that when you’re talking to a potential candidate.

– Following the process is important until it isn’t. Don’t allow it to get in the way of making placements.

– People don’t know what they can accomplish until they get pushed. It’s your job as a leader to push them to their limits so they can see how great they can be. (Sounds like Bobby Knight, right!)

– Balance is never really the issue. If you’re successful you have all the balance you want. If you’re not successful balance shouldn’t be your biggest concern.

– Candidates always tell you why their great, or why they suck. You just have to keep them talking and ask the right questions.

– If you ever feel that a candidate has a red flag, ask the question. The embarrassment is not them having to answer the question, it’s you explaining to the hiring manager why you didn’t ask the question!

– The best thing you can do is turn down a client’s requisition when they’re completely unrealistic about what they want. It’s a waste of your time, and they think you suck for not filling it. Most recruiters won’t turn them down, when you do, they’ll want to know why. That’s the conversation you really want.

I could go on all day like this! The learning never stops. Running a business your mother started is tough. I’ll never run like her, and it’s taken us both a long time to understand that’s okay, as long as the core of what she’s taught me never changes.

Happy Birthday, Mom! Yeah, yeah, I’ll get back on the phone!

 

 

The 5 Skills I Honed From Other Jobs That Have Served Me Well in my HR Career

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Believe it or not, I didn’t go to college thinking, “Oh boy! I can’t wait to work in HR!” And there’s a pretty decent chance you didn’t either.

Eventually, if you’re like me, you got some official HR education under your belt. But a lot of the skills you use every day are skills you probably didn’t learn for the first time in an HR class. You learned them before all that—at home, or at some earlier job, right?

Here’s how it went for me:

My undergrad degree was in elementary education. Back then, my goal in life was to teach your kids how to finger paint and blow up stuff in science class. At the time it seemed like the best gig on the planet. Kids are easy to make laugh and I got my summers off. That all seemed pretty awesome. Plus, being a dude in elementary education, meant it was usually me and like 30 female teachers in the school. I wasn’t the best looking guy, so I liked those odds!

After doing a little teaching, I moved into sales and recruiting for a while. I’m a mile wide and inch deep, as they say, so I was able to carry on a conversation about just about anything. So, those two careers worked really well, because it’s pretty much just getting people to trust you and then talk them into something where they’ll never trust you again!

Then, to my good fortune, I sort of fell into HR. When I was in recruiting, one of my clients was an HR leader for General Motors. He took a liking to me and I thought he had the best job on the planet, so he encouraged me to get my master’s in HR and he would help me get a real HR gig.

When I got my first job in HR, what I found was that all of the skills I learned being a teacher, a sales pro, and a recruiter were all skills I that really helped me in HR. Here’s five in particular that have come in handy.

Being Confident: Turns out elementary age school kids can smell fear like a pack of wild dogs! When you step into a classroom and you lack confidence these little monsters will attack! So I had to learn very quickly as a teacher that even if I didn’t really need to know anything about what I was trying to teach, everything would be okay as long as I controlled the room with confidence.

Similarly, in HR, people will question you constantly, unless you can portray similar confidence in your abilities. And compared to a pack of eight-year-olds, they’re pretty tame by comparison!

A Good Attitude:  When I got into HR people kept telling me, “Hey, you’re not like every other HR person I know!” What they were saying was, you’re always positive, most HR pros come across negative. (Which I don’t think is fair.) My first job out of college was as an agency recruiter. You better have a great attitude in that job, or you’ll fail for sure!

Being Proactive: A lot of HR folks see their jobs as being firefighters. In other words, they wait for problems, and then try to solve them. When I got into HR, I decided I didn’t want to think that way. I wanted to be proactive. Nothing was ever good enough, we needed to make it better. Everything was broken because I just broke it, so we could make it better. I found as a recruiter early in my career the engineering hiring managers I worked with had thoughts like this and responded well when I came at them with ideas in the same mindset.

Being Humble: How can you be confident and humble? It’s hard, but you can do it. As a teacher, you have to do what you say, or your kids will never let you forget. Their memory is a like an elephant’s! The best sales pros are also very humble in a way you feel connected with them, that makes them relatable. The best HR pros are reliably humble. You can count on them and admire their willingness to put the organization’s needs in front of their own.

Being Persuasive: As a teacher, I had to ‘sell’ ideas to kids thousands of times per week. As a recruiter, I had to sell jobs to candidates all day, every day. And having the ability to sell ideas and projects sets great HR pros apart from average HR pros.

Why were these skills important for me to learn? They all help get the tools and technology I needed to be a great HR Pro!  These skills help make me build a story around how we are going to get better and eventually become world-class. I want those that I support and those who support me to truly believe the only choice we have to get better is to take Tim’s advice and go get that technology solution!

(P.S. If you want more ideas on how to convince your boss to give you the budget for cool new stuff, download this eBook I wrote.) —

Anyway, that’s how it went for me. How about you? What skills did you never learn in HR-school have been the most important to you? Please share in the comments below.

(Oh, and if you’d like to read more interesting posts on how to bring more of the soft skills you learned outside HR to your job, check out this awesome blog post right now:

6 Tips on Creating a More Empathetic Leave of Absence Process,  by my friend, the excellent Dawn Burke, VP of People for Daxko!

Why Hasn’t Employee Referral Automation Caught on? #SHRMTalent

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I spoke at SHRM Talent this week. One of the best corporate recruiting conferences around. Many people don’t believe me when I tell them, but the content, speakers, and audience are really engaging.

TA Tech companies and vendors haven’t caught on yet to the new SHRM Talent. Most corporate TA pros I spoke to might not have million dollar budgets to spend, but every one of them had decisions making over tens and hundreds of thousands of TA budget dollars!

It’s becoming one of the favorite conferences because the audience of corporate TA pros and leaders are very open to wanting to learn and get better. Their questions are genuine and the truly want to learn how to improve recruiting and talent attraction in their organizations.

One topic that I bring up during my sessions as the most under-utilized TA technologies on the planet is employee referral automation. Jobvite created the space, others followed, like RolePoint, Zao, Gooodjob, etc. Still, main stream corporate TA tech in mass aren’t using employee referral automation. It’s one of the great mysteries in the TA space for me!

When you ask corporate TA pros and leaders what their top source for talent is, employee referrals will always come in the top 3. When you ask what is the highest quality of hires by source, employee referrals are almost always number one! When you ask how much money have you invested in increasing employee referrals, it’s almost always $0!

So, help me out, what am I missing?!

The SHRM Talent audience told me I wasn’t missing anything, they just simply didn’t know this technology was available to them! Jobvite was in the expo hall, but mainly they were selling ATS, not employee referral automation (huge miss, but I know ATS margins are bigger than employee referral automation!). 97% of my audience weren’t using this tech, but almost all had an interest in learning more.

It’s really a zero-budget buy for most companies! If you use this type of technology you can basically get rid of your referral bonus program and your numbers will still go up on employee referrals. So, there’s the money you need to buy the tech that will put your employee referral program on steroids!

Truly, the bonuses per referral are not needed! You will have to actually begin recognizing those who do refer in your company, but almost all employees will refer people to your organization without a monetary gain! Also, increasing bonuses does little to actually increase the number of referrals you get.

So, why isn’t the vast majority using this tech?

First, they aren’t being sold this technology. Most corporate TA pros and leaders buy because of what is being sold to them, not necessarily what they need.

Second, I’m guessing the companies that sell this tech are for the most part fairly weak at marketing because it seems like a pretty easy sell to the groups I have in front of me!

Third, most corporate TA pros and leaders just have no idea this tech is even on the market for them, and if they do, they believe it’s too expensive to purchase.

They’ll spend a million dollars on LinkedIn and Indeed, but not $50,000 on technology that gives them more hires of their highest quality source?! There’s a major disconnect here on both sides of the market, which means there’s a giant opportunity for a company with a great brand with great tech that can make it simple for corporate TA leaders.

 

 

Trump Can’t Stop Immigrant Hiring!

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Before Trump was hired, err, voted in as President. I was asked to respond to this question:

What impact do you think Trump will have on immigrant hiring? 

My response was probably a bit more positive at that point, pre-Trump than it is now, but I still remain bullish on immigrant hiring. Why? Because it’s what America actually wants! I still believe that any President wants what is best for America. How they get there might be drastically different, but Trump is very similar to many Presidents we have.

Even his recent Executive Order to “Buy American, Hire American” (My grandparents who retired from GM would love this, BTW!) has little if any impact on actual H1-B hiring. H1-B hiring is broken, and random, and needs major overall, everyone can agree on that! Not hiring immigrants is just ignorant and uninformed.

Trump is easily swayed by high public opinion. He cares about what people think of him. No, really! He actually does, probably more than any other President we’ve ever had. What he doesn’t care about is crazy folks yelling on the fringes. He cares about being ‘popular’. American businesses need immigrant workers. If he gives this to them, he’ll be popular with people he views as peers in many ways.

CareerBuilder released a study today showing 33% of American companies plan on hiring immigrant workers, which is virtually unchanged from this time last year. Also, the American public doesn’t view immigrant hiring as a challenge to their livelihood. A whopping 90% feel like immigrant hiring has no impact on their career possibilities. That’s a giant number!

If you put all the psychology and data together, I think we’ll get to a place in America and the hiring of immigrants that makes more sense than what we have now. A lottery system? That’s what we pin our hopes on for American companies!? No one in business thinks this system is good. Trump is all about, well, that changes daily, but let’s say he’s a little more consistent on what American businesses want.

I can foresee, for good or bad I’m not sure, a tiered system of immigrant hiring. The Visa system really has already created this. Professional workers get preference over service level, unskilled immigrant workers. I can see this widening as this is what Trump voters are really worried about. They aren’t worried about the Software Engineer or Doctor coming into America, they’re worried about that cook at Applebee’s, the immigrant on the manufacturing line, etc.

We know the reality, most American workers don’t want those jobs anyway, but they feel that having an immigrant take those jobs is somehow holding them back. The real issue is American companies offshoring high paid manufacturing jobs, not highly skilled professionals coming into the states. Again, the CareerBuilder study backs up this assertion, “I’m not worried about an immigrant taking my job” because immigrants don’t take normal American jobs, they take the jobs on the fringes – high-end and low-end.

The New Definition of “Passive Candidate”

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Okay, we get it, Mrs. Hiring Manager, you want passive candidates!!! We’ll get right no that…

Passive candidates are the holy grail of candidates, right? Untouched, virgin, pure as the driven snow, fresh meat that has yet to be soiled by the dirty hands of another recruiter. If I could find a way to mainline passive candidates right into my system I’d be the best recruiting junkie on the planet!

Do you even lift bro? I mean, do we even know what the hell a passive candidate even is anymore?

The Passive Candidate Definition from ten years ago:

“A Passive Candidates is someone who is being considered for a position but is not actively searching for a job.”

So, are we buying this today?

If so, it seems like we then need to define “actively searching”. The only candidates I know who are ‘actively searching’ for jobs are candidates out of work, working in a job that isn’t their chosen career (Communications grad from B-level university, selling cell phones in a strip mall), or about to be fired from their current position.

If those are the actively searching candidates, that makes almost everyone else Passive! I don’t think our definition of Passive Candidate matches that of our hiring managers current definition of passive candidate! I think they would say anyone who is searching for a job, passively or actively, is not really passive.

So, why do we see this differently? Well, this is a bit of marketing that TA played on the hiring manager to fill positions. “Hey, Tim is a great ‘passive’ candidate, I found him on LinkedIn, he didn’t even ‘apply’ to our job! You have to interview him!” The ‘he didn’t even apply’ is like crack for hiring managers, who now believe you found Tim locked away in a vault at your competitors that has never seen the light of day.

The reality is a bit less sexy! Tim has been on LinkedIn for three years trying to get out of dead end company he’s been working for, but Tim sucks at networking and finding jobs, so he is just waiting around to be trolled by a recruiter, and he applies to jobs every week, just hasn’t applied to your job!

Let’s be honest with each other. If someone has posted a resume online, err, professional profile, they’re on the market! They might not be actively applying to jobs on a daily basis, but we all know they’re open for business. Someone can’t be passive that has a presence on any of the job boards (Monster, CareerBuilder, Indeed, LinkedIn, Dice, Zip, etc.).  They also can’t be passive if they actively applying to jobs, but just haven’t applied to your job!

So, the new definition of Passive Candidate should probably be:

“A Passive Candidate is someone you find through various methods who is not on the job market in any way.”

That means you might contact someone in your ATS database who applied for a job with you three years ago, but they are currently happily employed and totally off the job market radar. That’s a Passive Candidate. The referral your employee gave you for a former coworker that you can’t find anything online, and they tell you they’re not looking for a job. That’s a Passive Candidate.

A passive candidate isn’t someone you found who just hasn’t happened to think about applying to your job, yet. They actually might be the most active candidate on the planet, who you just happen to run into.

We know a truly passive candidate when we speak to one. They’re a bit nervous. A bit surprised. A bit flattered. You can tell they’re not used to talking to recruiters and feel guilty talking to you. This is the person you’re hiring managers are asking for when they say they want a passive candidate.

This isn’t to say passive candidates are better. That’s an entire another post, but let’s not act like we are providing passive candidates when we aren’t.