The saying “Stay true to the game” pops up all the time. It’s been around in sports and pop culture for ages. Basketball especially! (Side note: who do you have winning tonight?) Anyway, I feel like I keep hearing it more and more.
“The game” stands for your thing, whether it’s sales, accounting, basketball, you name it. For me, it’s recruiting. Whether third-party, corporate, or RPO, we’re all in the same boat.
Being true to recruiting is kind of subjective. What does it even mean?
If you zoom out from recruiting and think about staying true to something you’re passionate about, how do you do it? How do you make sure it’s a priority? What do you do to show you’re committed?
This way of thinking sets the stage for understanding what it means to stay true to recruiting.
Recruiting is my thing. To keep it real, I stick to a few key things:
I soak up as much recruitment info as I can.
I connect with top-notch recruiters.
I swap stories and tips with fellow recruiters.
I’m always looking for ways to improve my skills.
I know that staying loyal to recruiting is a choice I make.
Staying true to recruiting means always aiming higher, personally and professionally.
Sure, it’s not always easy, but it’s about staying true to the game.
So, here’s the deal this Monday. Share what your thing is in the comments below. Then, let us know how you’re staying true to it this week. Go for it.
Struggling to diversify your technical hires? You’re not alone if most of these hires are men, but by now you probably know the value of having diverse teams. So, how can you attract and keep more female and minority engineers? It’s tough, but doable!
Many of our clients quietly express interest in hiring female or minority engineers. Some HR folks worry about appearing discriminatory, but actively seeking diversity is not only smart but legal too. Look at Etsy – they boosted female engineering hires by 500%. It’s not about the numbers alone; it’s about meaningful change. Etsy revamped their interview process to be fairer to women, resulting in more female engineers joining them.
Here are three practical steps you can take:
Publicly Commit to Diversity: Don’t keep it a secret. Let everyone know you’re actively seeking to hire women and minorities – add it to your marketing, careers page, all of the above. Transparency matters.
Maintain Standards: Don’t lower the bar for just diversity’s sake. Stick to your hiring standards while actively seeking diverse talent. They’re out there!
Involve Female Leaders in Hiring: Representation counts. Have female leaders lead the hiring process for engineering roles. They can bring valuable insights and help attract top female talent.
Remember, fostering diversity takes time and effort. Start small, but start now. Your engineering team’s future depends on it!
When I started college, HR wasn’t even on my radar. Was it on yours?
Here’s how it unfolded for me:
I got a degree in elementary education with dreams of shaping young minds. Teaching seemed like a fulfilling path, with the perks of summers off and being one of the few guys among a sea of female teachers. I was sold.
After a bit in education, I transitioned into sales and recruiting. I liked to talk – so these worked well for me. But, luckily, from here I stumbled into HR through a client who mentored me into it.
Here are five skills from those earlier jobs that helped me in HR:
Confidence: Teaching taught me the importance of confidence. Kids are like sharks (kinda) – they can sense fear. Similarly, in HR, confidence is crucial when dealing with constant questioning and crazy situations.
Positive Attitude: Positivity was my mantra in sales, and it serves me well in HR too. No one likes a negative Nancy. HR is often associated with negativity and maintaining a sunny outlook can make all the difference.
Proactivity: Instead of waiting for problems to arise, I learned the value of being proactive. This way of thinking has been really helpful in HR. It’s all about being proactive and getting ahead of problems before they become big issues.
Humility: Balancing confidence with humility is a fine line. In teaching, not keeping promises hurts your credibility. With the kids, with peers, everyone. Similarly, in HR, being humble builds trust and reliability, which are important for good relationships in the organization.
Persuasion: Whether convincing students or candidates, persuasion is a skill I honed in previous roles. In HR, the ability to sell ideas and projects is paramount, whether it’s advocating for a new initiative or garnering support for organizational change.
These skills have not only helped me excel in HR but have also empowered me to effectively advocate for the tools and technology necessary to drive organizational success.
That’s my journey. What about yours? Which skills from your past experiences have proven indispensable in your HR career?
Remember the excitement of getting a birthday card and feeling a little cash fall out? I know we all felt it.
In the past, payday used to be the same. It was a big deal. You’d get your paycheck handed to you in person, maybe chat a bit with your boss or HR, and it felt good. If you’re too young to remember, just ask someone older than 30—they’ll fill you in.
Picture this: a physical piece of paper you’d take to the bank, sign, and walk out with cash. It was a whole event! But now, that tradition has pretty much vanished.
These paycheck deliveries did some very motivating things that we have now lost:
The thrill of payday! Back in the day, as paychecks circulated, you could practically sense the excitement rippling through the workplace. Managers or HR reps would stroll around, engaging in light conversation, and offering cheerful remarks like, “Enjoy your weekend!” or “Don’t splurge it all at once!”—or, my personal favorite, “Can I borrow a buck?”
Building bridges with leadership. Handing out paychecks compelled many leaders to step out and personally deliver earnings for the week. It created opportunities for them to talk with each team member and drop a couple of dad jokes asking if they’d like their paycheck with extra zeros this time around.
A symbol of achievement. Holding that paycheck was like clutching a trophy. And everyone got one. It felt like tangible proof of your hard work and dedication. There’s something special about seeing, touching, and yes, even smelling the ink on that piece of paper—it’s a sentiment that resonates, especially for those of us who grew up in the ’70s.
The switch to direct deposit might be more efficient, but it’s lost some of the personal touch. No more Friday visits from HR, no more chats with coworkers, and no more physical evidence of your earnings.
Would you ever consider going back to handing out physical paychecks? I’m sold – show me the cash!
What is the worst buying experience you’ve ever had? For many, it’s buying a car.
Whether it’s brand-new or a used one, the process often sucks. It kicks off with the salesperson, who accompanies you on a test drive, bombarding you with small talk because (duh) they can’t trust you to drive alone, when all you want is to assess the car in peace. Then comes the excruciating negotiation dance between you, the salesperson, and their “sales manager,” dragging on for what feels like an eternity. And either way you feel like you’re getting a raw deal. It’s all set up to benefit the dealerships, not the buyers.
Recruiting can feel the same way for companies and job seekers. It’s uncomfortable, with both sides holding back information, or not asking certain questions. In the end, one side usually feels like they’ve won, while the other feels like they’ve missed out.
So, how can we change this?
It’s a tough question. If there were an easy answer, the car industry would’ve figured it out already. The problem is a lack of trust. Companies assume buyers don’t understand their need to turn a profit, so they play games with pricing. Similarly, recruiting tends to focus too much on skills and not enough on cultural fit. This leaves both parties unsatisfied in the long run.
Recruiting should transition from a one-sided sales pitch to a matchmaking service. Contrary to popular belief, I’m not just seeking the best talent—I’m after the best talent that aligns with our culture and can seamlessly integrate into our existing team. These may not always be one and the same. Yet, traditional recruiting focuses predominantly on skill matches. The hiring manager needs a Java Developer, so recruiting delivers one—but if there’s no cultural fit, both parties end up unhappy. The issue lies in the time-consuming and subjective nature of this approach, which gives HR departments palpitations.
While I don’t have a solution, I can’t wonder how recruiting might evolve if it took notes from Match.com rather than traditional job boards. Imagine a world where compatibility and cultural fit are most valued, where recruiting isn’t just about filling a position but forging meaningful connections between individuals and organizations. Give me Tinder For Recruiting, I don’t ask for much!
Today, it’s rare to get honest feedback. Most people just want praise instead of hearing what they need to improve on.
The thing is, folks struggle with criticism unless they’re expecting it. And not many have the guts to handle it well. So, instead of giving real feedback, we often sugarcoat things to avoid hurting feelings.
Here’s an example:
Soft Feedback: “You’re doing well, but it’d be nice if you could push that project forward.”
Honest Feedback: “You’re good at what you’re told to do, but I need someone who can take charge of projects without constant supervision. I’m here to help you grow, but I need more initiative from you. Can you step up?”
Both say the same thing, but the honest one gives clearer direction. Sadly, we rarely give this kind of feedback because we’re scared of upsetting people.
So, how do we fix this?
It starts with hiring. Candidates need to know we value honest communication and expect them to take feedback well. Those who handle it during interviews are more likely to thrive in a culture that values growth over ego.
For existing employees, leaders need to lead by example. They should show they’re open to feedback themselves and train others to give it constructively.
Coaching and mentorship programs can also help. They give employees support and examples to help them embrace feedback for personal growth.
Sure, it takes time and effort. But companies that prioritize honest feedback build a culture of trust and growth. Employees see the value in open communication, making the company stand out as a place where people can truly grow.
You might say you’re only hiring ‘top talent’, but you’re probably settling for generics. It’s like choosing between store-brand and name-brand meds – sure, generics might seem like a good deal, but do they really measure up?
Here’s how you can tell. Ask yourself why you hired one of your recent hires. If it was because they had the skills to do the job, a nice personality, and didn’t smell funny, you hired a generic. If you hired them because they can do the job and you can specifically say why they fit your culture, you hired a brand name!
There lies the problem, you have a generic employment brand. It doesn’t have to be generic. You made it generic because it sounded safe and professional. Because it sounded like every other boring brand you have heard or seen. “Timmy, you don’t get it, we aren’t Google or McDonalds”. Thank God. No one likes that crappy food and Google probably hires worse than you.
At my company, we keep it real. We’re all about being down-to-earth, welcoming families and pets into the office, and valuing hard work over clock-watching. Yeah, we swear in meetings. We’re not afraid to take risks, and we value building strong client relationships. And yes, we’re pretty loyal to our alma mater, but that’s just part of what makes us unique.
We don’t settle for generics; we look for people who fit our brand. Those who don’t, well, they don’t stick around for long. Because generics and brands just don’t mix. Brands build strong cultures; generics leave people feeling disconnected.
So, it’s time to ditch the generics and start building a team that’s as unique as your brand. Because when it comes to talent, being generic just won’t cut it.
This post is a rerun from March 2015, where do we think it stands now? AI, immigration, robots, what else has changed since then? I’m still in for the baby sign-on bonuses!
According to a recent USA Today article the U.S. birthrate is in sharp decline and is at its lowest levels in the past 25 years. Here’s probably a few facts you don’t know:
– Projected 2013 birthrate in the U.S. was estimated to be 1.86
– Birthrate needed to maintain a population over a 20 year period is 2.1
Why should this concern you?
There are a number of reasons and one might be that you need as many young people as old for the simple fact of having enough young people to take care of your older population. If you turn that equation upside down (Taiwan 1.1 or Portugal 1.3) you have a society full of older people and not enough young people to fill the jobs needed to keep running your society.
The U.S. has 5 Million jobs left unfilled because of lack of skilled employees, today. Imagine if you now have millions of less workers to even choose from, and, by the way, skilled workers aren’t coming from other countries because their societies are growing and need them. That is what our country’s employment picture will look like in 2032. This will be a HR/Recruiting nightmare for those young HR/Talent Pros starting out their careers in the next 10 to 15 years.
Being the Futurist that I am, I’ve already provided a solution to this problem back over at Fistful of Talent. Should You Encourage Your Employees To Have Babies, check it out. Basically my advice remains the same, as U.S. employers we need to create a positive, encouraging environment for our employees, with family-friendly policies that make our employees feel like starting a family is a good thing, and that if they do start a family their job and ability to get a promotion won’t be compromised. This is not the case as many U.S. employers right now, for both men and women in the workforce.
As HR Pros and organizations we tend to think this isn’t our issue. It will take care of itself, but as we look at countries with low birthrates, the issue doesn’t take care of itself and those countries have a worker crisis going on right now. We need to change our ways right now. We need to be family friendly employers. We need to, as HR Pros, be concerned and find solutions for our employees around daycare, flexible schedules and other practices that will help our employees with families. I know it sounds a bit the-sky-is-fallingish, but the numbers don’t lie we are headed for some of the hardest hiring this country has ever seen.
One solution I’ve thought of is baby sign-on bonuses! We do it for college students. I think we start doing for babies of our best employees. I mean if parents can arrange their kids marriage, what stops us from arranging their first job? Nothing! That’s what. Imagine how happy your employees would be to cash a $20,000 check to help with baby expenses for the simple task of forcing their kid to come to work with your company upon college graduation. It seems so simple! I’m not quite sure why no one has started this yet…
Sometimes we get so far into the weeds in recruiting that we forget what is actually important.
We have to have a brand!
We have to have an ATS!
And now, a new ATS!
We have to have a CRM! What the hell is a CRM!
Our job descriptions need a refresh, and let’s face it, our career site could use some work too.
And don’t get me started on the employee referral program.
There’s always a million things to do in recruitment, and it’s hard to keep up.
But here’s the thing: recruiting isn’t rocket science. It’s just about finding people to join your team. There are plenty of potential candidates out there; you just need to let them know you’re hiring.
That’s the golden rule of recruitment: Spread the word that you’re looking for new team members.
It’s pretty straightforward, yet so many good candidates slip through the cracks because they didn’t know there was an opportunity.
Recruitment is all about getting the word out. Sure, you might get some applicants who aren’t quite the right fit, but that’s part of the process.
To find the right people, you need to cast a wide net and let everyone know you’re hiring. Cast that net people!
It’s not just about posting on job boards or your career site; it’s about creating a culture where everyone in your organization understands the importance of spreading the word about job openings.
Unfortunately, many companies miss the mark on this. Whether it’s because they’re too proud or they think it makes them look desperate, they don’t make enough effort to let people know they’re hiring.
This is a big mistake that can sink your recruitment efforts.
Recruitment isn’t about showing off; it’s about being humble and inviting talented individuals to join your team.
Updating an employee handbook is like doing your taxes – it’s a necessary chore that nobody looks forward to. But it doesn’t have to be that way.
There’s two types of companies when it comes to these handbooks:
Option #1 – We’ve had the same employee handbook since the beginning of time. It’s written on stone tablets.
Option #2 – We rewrite our employee handbook each year because it’s the most important document on the planet.
The problem is both options usually end up writing an employee handbook that reads like a welcome packet to prison. If you forced candidates to read your employee handbook before actually accepting a position with your company 99% would decline your offer!
Your handbook can be more than just a boring document; it can be engaging and reflective of your company’s culture. Here are some tips to make your handbook more appealing to people like me:
Tell a Story: Instead of listing rules and regulations, try to tell a story. People are more likely to read through something if it’s presented in a narrative format. Work with someone in your organization who has a knack for storytelling to craft a more engaging handbook.
Explain the ‘Why’: Many rules in handbooks seem arbitrary. To make them more understandable, explain the reasoning behind them. Even if the rule itself remains unchanged, transparency helps employees understand its purpose.
Add Visuals: To make your handbook more visually appealing, bring in a graphic designer to add some color and simple illustrations. This can help break up the text and make it easier to read.
Communicate Your Culture: Your real culture. Don’t have a funny and engaging handbook when you have a buttoned-up culture, it sends a mixed message. Also, don’t write this boring legal document of a handbook if you have “No Pants Wednesdays” in your office. It doesn’t fit your culture!
Does anyone have a good employee handbook story? What’s the longest handbook you’ve seen?
