You Don’t Have to Solve Problems in HR to be Succcessful

I keep hearing everywhere that all organizations want from employees is people who are problem solvers! Executives when asked what they are looking for in future and current employees will wax poetically about we just need ‘good’ people (which is really slang for more people who look and act like ‘us’) who can ‘solve problems’.

Even my kids teachers and the public education system constantly talk about how we are just working to teach our kids how to solve problems.

If we just had more problem solvers in our work environments, everything else would take care of itself!

Wrong!

Our reality is everyone ‘can’ solve problems, but you don’t want their solutions. Most people have no ability to really solve problems, they usually just end up causing the problem to be bigger, or creating new problems that are worse in the long run.

In HR you don’t need to solve problems to be successful.  You do, though, have to one thing very well.  You can’t create problems!

This is tough one.

Most HR pros I know love to create problems, under the disguise of then being able to solve those made up problem. By the way, HR isn’t alone in this quest, every other function has their fake problem solvers as well.

The one I hear recently is companies that are having this candidate experience problem.  You know the drill. HR can’t find enough good talent to fill the jobs they have open (real problem), so they go to their executive team and tell them it’s because our candidate experience is awful (fake problem). The reality is HR is doing an awful job attracting talent, candidate experience isn’t the real issue, things like having recruiters pick up the phone are, but those are just details.

To be successful in HR,  you just have to not create any new problems.  You’ll have plenty of problems crop up on their own without your help! If you do nothing but come in and do the work of HR and not create new problems, you’ll be better than 90% of HR pros in the world. That’s pretty successful.

Success in HR = not creating new problems. That seems simple enough. Now getting into the top 10% means you might have to solve some of those existing problems you have, but we’ll save that for another time.

5 Tips for Creating a More Human Workplace #WorkHuman

Better Than Robots: Why Your Employees Deserve a More Human Workplace

This is a Free Webinar sponsored by Globoforce – Register Here – Wednesday, October 14th at 2 p.m. ET | 11 a.m. PT | 1 p.m. CT | 6 p.m. GMT

This is going to be fun! We won’t be coming to live from my Camry, but we will be Live! Just two HR guys sharing the tips and tricks on making your workplace and environment more human!

Admit it. Life would be a lot easier if our employees were robots. They’d be more predictable, and a heck of a lot more manageable. As we seek to gain more and more big data in HCM it seems like that’s exactly what we’re trying to do. Measure and manage our cultures into a robot paradise. But that way lies danger. It is the humanity in our employees that provides the creativity, the innovation and the heart that makes our businesses really succeed.

We’re in the ‘real’ people business, and our employees need a real human workplace and culture to thrive and prosper. This webinar will give you the insight to what works and what doesn’t, and help you reimagine the concept of work-life balance.

You will learn:

  • 5 tips for creating a more human workplacGloboforce
  • A case study of how one company built a better culture
  • HR “best practices” that actually hurt workplace culture

 

What else will you get? 

Kris Dunn is coming on to talk about how he and his team are building a more human workplace at his company Kinetix.  Get some great insight and tips from Kris on how you can begin building this in your own workplace as well! The Kinetix team has one of the best cultures around, and you’ll want to hear how they’ve built from the ground up.

This isn’t your normal webinar. This is real advice, brought to you by real practitioners, letting you know what works and what doesn’t!

Register Today! 

 

The Most Powerful Employee Motivator of All

I was once fired from a job.  I won’t go into the story because we all have a story and we all frame it to sound like a victim. In hindsight, many years removed, I would have fired me to!

After being fired I could only think about one thing. It consumed me. I wanted to show whomever I went to work for how great I really was.  I didn’t want the ‘fired’ label to follow me, even for a minute.  I wasn’t ‘that’ person. I was better. I wanted…

Redemption!

Redemption is the most powerful employee motivator of all time. None others are even close.

It’s why always laugh when a hiring manager tells me they will never hire someone who has been fired from a job. Really!?  I actually only want people who have been fired from jobs! I want people who have failed, and have a giant chip on their shoulder to show the world they are better than that.

I don’t want to hire crappy people who were fired because they actually have no skill and no personality.  That’s the problem, right? We believe everyone who has been fired to be crappy. “Well, Tim, people don’t get fired if they’re good!” Really? You believe that?

Good people get fired every day. They get fired for making bad decisions. They get fired for pissing off the wrong person. They get fired because they didn’t fit your culture. They get fired because of bad job fit. Good people get fired, maybe as much as bad people get fired. Unfortunately, we lump all of them into the same pool.

Redemption sets the good fires apart from the bad fires.

You can hear redemption speak when interviewing a good fire.  Bad fires don’t speak of redemption, they speak of justification.  Good fires want a second chance to show the world they are right. Bad fires want a second chance to show the world they were wronged. Those are two very different things!

I like redemption motivation.  It sticks around for a long while. Those scars don’t go away easily.

3 Things You Desperately Need to Understand About Your Employment Branding

Employment Branding is the new black.

It’s been the new black for a few seasons now, so I keep waiting to see what’s next.  Talent Acquisition technology (mostly CRM based tools) are really hot right now and will get hotter in the future, but EB is still king for the moment.

Why?  Mostly because the majority of HR and TA leaders suck at marketing, and their internal marketing folks have bigger fish to fry, like driving top-line sales, increasing traffic, gaining market share, etc.  So, HR and TA pros are left to deal with their employment brand on their own.  Which means, they’re mostly paying others to do this work for them.

Here’s what most HR and TA leaders are missing:

1. Employment Branding is not Advertising. It’s marketing. Marketing and Advertising are different. Employment branding is not about increasing the number of applicants you are getting. It’s about telling and sharing what it’s like to work at your organization.  If you do a great job, yes, you’ll see more applicants. But, I could never share my employment brand and increase my applicants through just sheer advertising muscle.

2. Your Employment Brand is most valuable when people consume it organically. No one likes to be forced fed. They love it when someone introduces them to something cool. Kind of like, “hey, I just discovered this, check it out.”

3. Your own employees’ Network Effect is the most powerful way to share your brand. Network effect is the effect that one user of a good or service has on the value of that product to other people. Meaning your own employees are the most powerful vehicles to share your employment brand that you have. The key is finding ways where they’ll want to freely, and readily, share your brand to their network. This also speaks to the importance of Candidate Experience, since your candidates also have a strong network effect.

At the Glassdoor Employer Branding Summit last week we were asked, “where we see employment branding in five years?”  I see employment branding becoming much more integrated into the overall company branding.  Right now, some big companies are already doing this.  You see General Electric doing a strong job of finding ways to integrate their employment brand directly into their normal brand messaging.

Current GE advertising is sharing the message we are digital company who is also an industrial company, while going after Coders.  It’s a corporate brand message, that is also an employment brand message.  This is not owned or produced by GE’s HR function. This is clearly coming out of GE’s corporate marketing department, with influence from Talent Acquisition and Operations.

Employment branding is still for the most part an issue HR and TA are having to deal with. Within five years, this will be an organizational priority for not only HR, but the entire organization, and marketing will pull it over to their side of the fence, which I believe is where it belonged from the start.

Live Streaming Today @Glassdoor’s Employer Branding Summit

Today from 10am EST to 6:30pm EST – Glassdoor is Live Streaming their entire Employer Branding Summit from San Francisco!

Kris Dunn and I will be hosting the Live Stream with a Special Kick Off show starting at 10am EST, Halftime show at 3pm EST and special segments at breaks throughout the day!  We will be giving out special prizes to those watching the Live Stream and interacting with us throughout the day!

You can watch Live Stream for FREE by clicking on this Link.

The agenda is packed with some of the best Employment Branding minds in the business:

Glassdoor Speakers

 

 

Check it out! It’s like the next best thing besides actually being there with us, which is pretty cool. I mean you have Kris and I doing our best ESPN SportsCenter acting jobs!

 

Can HR out Crazy a Crazy Employee?

In HR we run into employees all the time that do “Crazy” pretty dang good!  I’m always interested in how we work around crazy.  Almost never do we just fire crazy and get rid of it, we tend to keep it around. In fact, we tend to try and fix crazy.

I’m not talking about legitimate mental illness. I’m talking about employees who are perfectly “fine” but act crazy for a number of reasons: attention, they love drama, they love pushing buttons, they love being in the middle of shit, you know, work crazy.   We see it every day in our organizations.

I’ve found something that works really well for me in dealing with crazy.  Do crazy, better than the employee does crazy. Sounds crazy right?!  Here’s how it works.

Crazy employees have power because they act crazy, and no one wants to jump into their crazy storm.  So, people just stay silent, try to stay away, change subjects, ignore, etc.  These are all great mechanisms to stay out of the crazy storm.  Unfortunately, this just feeds the crazy storm and helps turn it into a crazy hurricane!  You see, crazy employees hear silence  and silence to them is agreement. Now, they’ve got justification for their crazy storm because in their mind no one told them they disagree, so that must mean they agree!

You can’t reason with crazy.

So, how do you stop crazy?  You do crazy better than they do crazy.  But you do crazy under control. You fight a crazy storm with a crazy calm.  But, let’s be clear, you still need to go crazy.  Let me give you an example:

Crazy Employee:  “My boss is out to get me!  Yesterday he told Jill “great job” and he didn’t tell me great job.  I think he’s sleeping with Jill – you need to investigate.  Also, Jill might be stealing – you didn’t hear that from me, but she just bought a new car and we make the same amount, I think – what does she make? – anyway I can’t afford a new car!” 

Me: “You know what?  I want to thank you for giving me this information – I’m pulling in your boss right now and we are going to have this out!  Just sit here while I call him in – we are going to blast him!”

Crazy Employee“Hey! Wait! Don’t call him in while I’m here – he’ll know it’s me that told you.”

Me“Yeah – but to fire him I’m going to need you to testify at the trial. Once I fire him for sleeping with Jill, he’ll want to fight it – happens all the time – no big deal – we got him!  You’ll do fine on the witness stand.”

Crazy Employee“Um, I don’t want to do that – just forget it”

Crazy doesn’t like to go public in front of others. Crazy works best one-on-one behind closed doors where there aren’t witnesses.  You can stop crazy very quickly by going public and asking them to be crazy in front of others.  I’ve found that if I can do crazy behind closed doors better than crazy can do crazy, it tends to snap crazy back into semi-reality.  Plus, it’s fun to act crazy sometimes, as long as it’s behind closed doors!

The Undercover Job Start

I’ve had quite a few friends start new positions in this past year.  It’s exciting to see so many people get great opportunities after living through the recession!

One common thing happens to all of these folks. It goes something like this:

1.  Social announcement that they got a new position!  Yay! Congrats! When do you start?! We all know the drill.

2. Actual announcement on the first day they start the job.  This happens in a number of forms, social, press release, etc. This is Day 1 on the job, they don’t even know which bathroom they should be using based on their position, and Bam!, you’ve been announced to the world you’re open for business in your new role.

3. Everyone in the world is contacting you on your first day for a variety of reasons. Some will want to just congratulate you. Some will want to pimp your for business. Some will want dirt on why you left the last place. All will want time you don’t have because YOU JUST STARTED A NEW JOB AND YOU DON’T EVEN KNOW WHERE THE BATHROOM IS!!!

4. You spend the first week trying to find the bathroom.

5. By week #2, you found the bathroom, your email works on your smartphone, and your new company is already beginning to discount your ideas and opinions. Welcome to the show kid, it moves pretty fast!

That’s why I think you should do away with the current job announcement practices, and do something else.  Here’s my new Sackett Job Announcement Plan for Success (like a Trump policy, but it works):

1. Day 1, will now be called Day A.

2. Day A – E, will be your first days of employment, but no one will actually be told that you started.

3. Day 1 (which is really day 6) will happen on the first day of week #2.  Now, you’re actually ready to announce your new position, and take on the coming storm of emails, phone calls, tweets, etc.

Better, right?

We can call it the Undercover Job Start.  You’ve started, but let’s keep it on the down-low until I find the bathroom and stuff.  It’s like the same job start, but without all the stress.

They do this in the restaurant industry when they open a new restaurant. They ‘soft’ open a week before the actual Grand Opening.  People trickle in. It gives the staff a chance to work out the kinks and fix stuff without having a full restaurant to deal with.  That’s how you want to start your job!

How to Gently Crush Your Employee’s Dreams!

I get the feeling that many of your employees feel that HR Pros are Dream Crushers!  It’s the main reason almost everyone hates HR, right?

I don’t actually buy into this theory, but there are some valid things we do in HR that don’t help our reputation.  Here’s how we crush dreams on a daily basis:

  1. We don’t allow our employees to develop.  Let’s first start with the concept of development vs. training.  You giving job training is not development. While it might help the employee get better at the job they have, it’s not exactly personal or professional development. Development is very individualized.
  2. We don’t listen or act on your employees ideas.  I get to go in and work with companies a lot and almost always the employees already know what needs to be done, but leadership isn’t listening to them.  So, I’m not really brought in to tell them something they don’t know, I’m brought in to them their employees are smart and you should start listening to them!
  3. We don’t allow our employees to dream about the future. This is really difficult for most organizations.  We won’t promise an employee where they’ll be in 1 or 2 or 3 years, because we believe if we can’t deliver it, it worse than not giving them anything to begin with.  Actually, that’s a false premise.  Allowing your employees to dream about the future and giving them something to shoot for, will give them hope. Hopeful employees stay around and work hard.
  4. We micromanage the work, not the result.  I don’t care how you get there, just get me there.  We have been taught for way too long to ‘manage’ people. This means we tell them how to do the job exactly, instead of letting do the job in a way that works best for them, and holding them accountable to the result, not the path. This not only crushes your employees dreams, it crushes their soul.

I think it would be funny to see someone has that as a title in HR: Dream Crusher, VP of Crushing Dreams, Chief Dream Crusher!  Sad, but funny.

What are you doing with your employees today?

Sometimes a Job Isn’t Worth It

Linds Redding, a New Zealand-based art director who worked at BBDO and Saatchi & Saatchi, died last month at 52 from an inoperable esophageal cancer. Turns out Linds didn’t really like his old job and mad hours he spent creating a successful career. Here is what Linds wrote before he died:

“I think you’re all f—— mad. Deranged. So disengaged from reality it’s not even funny. It’s a f—— TV commercial. Nobody gives a s—.

This has come as quite a shock I can tell you. I think, I’ve come to the conclusion that the whole thing was a bit of a con. A scam. An elaborate hoax.

Countless late nights and weekends, holidays, birthdays, school recitals and anniversary dinners were willingly sacrificed at the altar of some intangible but infinitely worthy higher cause. It would all be worth it in the long run…

This was the con. Convincing myself that there was nowhere I’d rather be was just a coping mechanism. I can see that now. It wasn’t really important. Or of any consequence at all really. How could it be. We were just shifting product. Our product, and the clients. Just meeting the quota. Feeding the beast as I called it on my more cynical days.

So was it worth it?

Well of course not. It turns out it was just advertising. There was no higher calling.”

When faced with death, I wonder how many of us will look back on all the time and effort we put into our career and will feel the same?

That all being said, sometimes I think a job might be worth it as well.  Here’s the other side of the coin.  I frequently see articles and blog posts, recently, written by people who have given up their careers to travel the world.  It  all seems so glamorous and adventurous. Until you realize you had a career and job to pay for all those glamorous adventures! From Adweek, “The Couple Who Quit Their Ad Jobs to Travel the World Ended Up Poor and Scrubbing Toilets The uglier side of a year-long creative journey”:

 “You remember Chanel Cartell and Stevo Dirnberger, the South African couple who quit their agency jobs this year to travel the world and document the experience. It sounded like a dream, and the lovely Instagram photos have made it look like one.

But halfway through their year-long odyssey (they’re currently in Athens, having traveled 25,000 kilometers so far), they’ve posted a reality check on their blog—a post titled “Why We Quit Our Jobs In Advertising To Scrub Toilets”—in which they share “the uglier side of our trip.” It turns out that following one’s dream—while working odd jobs in exchange for room and board—involves a lot of dirty work, and more than a few tears.

“The budget is really tight, and we are definitely forced to use creativity (and small pep talks) to solve most of our problems (and the mild crying fits),” Cartell writes. “Don’t let the bank of gorgeous photography fool you. Nuh uh. So far, I think we’ve tallied 135 toilets scrubbed, 250 kilos of cow dung spread, 2 tons of rocks shoveled, 60 meters of pathway laid, 57 beds made, and I cannot even remember how many wine glasses we’ve polished.

“You see, to come from the luxuries we left behind in Johannesburg … we are now on the opposite end of the scale. We’re toilet cleaners, dog poop scoopers, grocery store merchandisers and rock shovelers.”

We work for a reason. Your reasons might be vastly different than my reasons, but we all have reasons. I hope if I look death in the face I won’t regret my choices to work and create a successful career. I’ve missed my fair share of school events and sporting events that my kids have participated in. I’ve missed many of their most joyful and sad moments. Those I already regret. What I won’t regret is that I work to allow my family to have so many of these moments.

I lived poor.  I lived with a single mother who wasn’t quite sure how she was going to pay for dinner that night. I work because I never wanted my family to feel this anxiety.  Sometimes a job is worth it, sometimes it isn’t.  It’s all up to you to decide, though.

How You Should Communicate with Your Younger Boss

This isn’t necessarily a unique phenomenon in our society, but as the Baby Boomers continue to age and many taking on non-leader roles within our organizations, these older employees are now finding themselves reporting to bosses much younger than themselves.  Many times these younger bosses have a lot less experience doing the job, make common new leader mistakes and flat out don’t know how to communicate with subordinates that are as old as their parents and/or grandparents!

So, what can an older employee do to help out this situation?

There was a great example of this recently with the payment startup company Clinkle who was founded by 22 year old Lucas Dulpan.  Dulpan needed an experienced COO and found it in former Netflix CFO and much older, Barry McCarty.  The fact of the matter is, Barry has much more knowledge and experience running this type of company than Lucas.  So, how do you deal with is obvious situation? From Jason Del Ray at Business Insider, here’s how McCarty describes it:

Jason Del Rey: What does your role entail?

Barry McCarthy: Well, Lucas is the CEO. I work for him. I want to be unambiguously clear about that. He’ll continue to focus on product and engineering. My primary focus will be everything else.

Jason Del Rey: Do you believe Lucas can be the long-term CEO of a giant payments company?

Barry McCarthy: Absolutely. And if he’s not, then I will feel like I have not served him as well as I could have.

BAM! That my friends is called Servant Leadership.  You support the leader, in this case Lucas, by serving that person with all the positive intent and direction that you can humanly provide.  What McCarty understands, because of his vast experience, is that it’s not about him getting noticed. Those who know the industry will know that he did his job exceptionally, and that is what really matters.

What to know how to best get along with your younger boss?  Stop trying to do their job, and start helping them do their job.  Lift them up, make them the star and everyone will see what you did to make that happen.  You win. Your boss wins.  The organization wins.  Isn’t that really the goal?