Category Archives: Culture

Maternity/Paternity Plans in 2016 #HRTF16

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Hey, gang! I’m at HR Tech Fest in Washington D.C. and so far there has been some exceptional content and keynote sessions!

One of those keynotes was given by Jim O’Gorman who is the SVP of Talent and Organization at Hulu. Jim spoke about the organizational evolution of Hulu going from startup to becoming a teenager. What I loved about the entire presentation was he works for a big brand, but he shared real world HR issues they have faced and how the solved them.

You don’t always get this from major brands. You usually get this very washed, clean view of how great everything is and perfect they are, and you leave really learning nothing. Jim gave solid ideas and examples of stuff any of us could do in our own shops!

One great idea he had was sharing their Maternity and Paternity programs that Hulu has recently put in place, and the challenges and results. Ironically, Dawn Burke and I just had this same conversation about her own HR shop and the challenges they have had with instituting a modern maternity program.

What does this have anything to do with an HR Technology conference!?

That’s the cool part. Jim, and Hulu, used their HR analytics and technology to prove that developing a new Maternity/Paternity program would increase engagement, loyalty and retention. The money it was going to cost, would come back in spades by the increase in these other metrics.

Sure it was the “right” thing to do, but it also have to make financial sense to the organization.

The Hulu program gives the primary caregiver 20 weeks of pay (12 weeks in a row – think the traditional FMLA time that is required but with pay), and 8 weeks of pay that can be used as transition time.  These 8 weeks is to be used to slowly transition those primary caregivers back into their work life.

Primary caregiver is defined as birth mother, same-sex parent who is going to primary caregiver or father if the father is going to be the primary caregiver.

On top of this, the secondary caregiver in Hulu’s program, traditionally the father, also gets 8 weeks of paid leave to use as they need to support the primary caregiver. That means a secondary caregiver can decide when this time needs to be used, within the first year of life of the child.

Hulu’s philosophy was we can’t build just one maternity/paternity program because everyone’s situation is different. It has to be flexible for all of our arrangements. Each family is different and unique, and if truly want this program to deliver our desired outcomes (increased retention, high engagement, and loyalty) we need to develop a program that is customizable for each person.

“Customizable”!? HR? Benefits? Policies?  Wait, that sounds different!

Sounds pretty cool to me. Sounds like the future of HR to me.

Combine great ideas with what our employees actually want and need with technology and organizations can make great things happen!

Check out HR Tech Fest – it’s their first year in the U.S., and they put on a really great conference. No detail was forgotten, the content was world-class and the attendees were highly engaged! I’ll be back!

The Best Recruiters are Competitive, A Hypothesis

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I’ve worked in recruiting and HR for about twenty years. At this point in my career, I estimate that I’ve hired about 100 Recruiters.

I’ve hired recruiters that come from almost every environment and education. I’ve gone the Enterprise Rent A Car route and hired college athletes. I’ve gone to colleges and hired HR graduates. I’ve hired seasoned recruiting veterans from both agency and corporate. I’ve hired uneducated individuals from service backgrounds. I’ve hired specific practitioners who have deep knowledge of what they’re recruiting – nurses, IT pros, etc.

None of these things made one bit of difference when it came to performance as a recruiter, in either environment, corporate or agency.

The only thing I’ve found to be a differentiator of true recruiting performance is the level of competitiveness an individual has internally. This is why it’s so popular to hire former athletes as recruiters, we assume since they are athletic, that they must be competitive. But, this also fails, many times.

You see, you don’t have to play sports to be competitive.  You might just be that kid you threw the Monopoly board across the room when you lost to your sister. You might be that person who can’t stand that your neighbor’s lawn looks better than yours. Who knows why and what you’re competitive with, but it’s the key to being great a recruiting.

Many will wrongly assume that males are more competitive than females. In my experience, I’ve found this not to be true. Both sexes can be very competitive, it’s finding which ones are competitive that becomes the difficult thing.

So, why does being competitive help make you a great recruiter?

I believe competitiveness is a great trait for recruiters because it leads them to want to ‘win’.  What’s the win in recruiting? It’s filling the position! Recruiting is just one small game, after another. Each one that is slightly different, with new complexities to complete.  Each time you fill an opening, that is like making a point on your scoreboard.

If you put a group of these people together, even though they’re all working on separate openings, they see each other making placements and they want to do this as well. This competitive drive, alone, makes an individual succeed or fail at recruiting.

This becomes the main issue of why selecting non-proven recruiters is such a crap shoot. It’s very difficult to measure someone’s competitive drive accurately, and interview questioning is unreliable. In my 100 hires, I would say I’m 50/50 in getting it right. When I talk to other agency executives and TA Leaders, many share the same ratio.

Want to hire better recruiters?

Focus completely on finding ultra competitive people, who love keeping score, and throw them into the game.  I like to say Recruiting isn’t hard, but I know that it is.  Recruiting is easy if you’ve got the right people, who will do whatever it takes to win. That’s the competitive difference!

T3 – Elevated Careers

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This week on T3 I take a look at new careers site being developed by dating site eHarmony, called Elevated Careers. I actually reviewed them back in October of 2015 at the HR Technology Conference, but they were in beta. They had their big launch recently, so I wanted to remind folks to check them out now that it’s live!

I was at the launch and learned a few things to add:

  • Dr. Warren is super passionate about making this work. He truly believes Elevated Careers can match companies and candidates for the right fit.
  • Organizational Fit is still something that organizations haven’t figured out. Which makes this a giant market that is basically untapped.
  • Elevated Careers is taking great care not to become a job site for eHarmony.

Elevated has taken the successful compatibility matching technology of eHarmony that is responsible for 438 marriages per day – that’s 4% of all marriages in the U.S. per day! – and applied the same scientific methods to match employees with jobs and companies. Just as eHarmony came about because Dr. Neil Clark Warren knew there had to be a better way to finding love than just luck, Elevated believes that if jobs and employees are matched based on compatibility, people will be much more satisfied and fulfilled in their jobs, and companies will have higher rates of employee retention, motivation, engagement, and productivity.

If you’re like me, the first time I heard of Elevated Careers, I chuckled a bit. I admit, I’m sophomoric and a twelve-year-old at heart! Once I got a chance to see the product, and smart minds behind it, I was chuckling for a different reason. These folks know what they’re doing, and they have a giant captured audience to leverage. Think what you want about dating sites, but they know how to build trust, get massive amounts of data on their members and at that point is just a matter of leveraging that data.

5 Things I really like about Elevated Careers:

1. Elevated Careers gets what most career sites don’t even focus on – Fit Matters!  Their backbone is a freaking dating website; they’re going to be better at matching and fit than almost anyone!

2. eHarmony has been public about making this work. This bodes well for ensuring they’ll get the investment needed to make a great product. The UI is already very tight and intuitive. They made a very easy to use product.

3. Elevated will have a unique talent pool to leverage, that is unlike any other product on the market. You won’t be able to contact dating website members, that would kill that brand, which they have to very protective over, but you will be able to market to those members through Elevated.

4. Their fit technology will give candidates a Compatibility Score. This will help candidates know how well they will potentially fit with a potential company, but also show them where and why they fall short.

5. The job function is more than just an aggregator, as organizations will have to validate themselves before their jobs will show up in search. This way candidates know the jobs they’re applying for are current and up-to-date.

Having trouble hiring people that fit your company and culture?  Give Elevated Careers a demo and see what they’ve got.  The science behind their product is proven and very strong. They just might have found the secret sauce for organizational and job fit!

T3 – Talent Tech Tuesday – is a weekly series here at The Project to educate and inform everyone who stops by on a daily/weekly basis on some great recruiting and sourcing technologies that are on the market.  None of the companies who I highlight are paying me for this promotion.  There are so many really cool things going on in the tech space and I wanted to educate myself and share what I find.  If you want to be on T3 – send me a note.

Should people be paid based on their value to their organization?

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Every day we see examples of people, usually women, and minorities, that aren’t paid fairly, as compared to their counterparts doing the same work. Here is a recent example dealing with the U.S. Women’s Soccer team:

Five key members of the U.S. women’s soccer team have filed a federal complaint against the U.S. Soccer Federation to the Equal Employment Opportunity Commission, alleging wage discrimination. In the complaint, the players cite USSF figures from last year showing that they were paid nearly four times less than men’s players despite generating much more revenue…

The pay disparities exist even though the U.S. women have been successful not only on the field, but also at the ticket booth and in terms of television ratings. The team’s 5-2 win over Japan in last year’s World Cup final was the second-most-watched soccer match in U.S. television history, with 25.4 million viewers. That’s also the largest television audience for a game involving a U.S. national team; the biggest audience for a U.S. men’s game was 18.2 million for a USA-Portugal World Cup match in 2014….

Soccer payRevenues for 4-year cycle: $60.2 million for US men, $51.2 million for US women…Former U.S. men’s star Landon Donovan, meanwhile, says pay should be commensurate with revenue.”

So, what should it be? Should the women get paid the same, or more, than the men?

The women have had a much better performance. The men have brought in more money to U.S. Soccer.

Should they be paid exactly the same?

This is why compensation, on both an organizational and individual level, is so tough!  Many people want to  believe in pay for performance, but it’s not that easy.

If we truly compensated people based on what revenue, and profit, they drove to the organization, pay disparity would be worse than it already is.

What would I do in this circumstance?

Clearly, you need to bring the women’s compensation up closer to the men. I would not make it equal because the finances of it don’t work out. The men, at this point, make more revenue. So, I would develop a compensation model based on revenue. Since they are technically a nonprofit, you can’t base it on profit.

Because the revenues are close, the women would get a huge pay increase, but still be slightly below the men, right now. If revenues change, the comp models adjusts with the revenue change. I would also incorporate performance incentives based on reaching certain levels. This might actually push the women’s total comp above that of the men’s comp.

This puts a ton of risk on the players side. They think they want this, but what happens when revenue sucks some year, and now everyone takes a huge pay cut?  Then either side would lose their minds and still want to get paid. I want to have my cake and eat it too. Welcome to the world of compensation!

Welcome to the world of compensation!

So, what would you do for the U.S. Women’s soccer team?

Rerun – The #1 Cause of Bad Hires

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It’s Spring Break in Michigan, so I’m going to step away from the daily grind and throw some Reruns at you! You guys remember Rerun, from What’s Happening? (look it up, kids!) So, enjoy the Reruns, they’re some of my favorites!

Originally ran May 2013 – 

A while back I interviewed a lady that would make a great recruiter. She was high energy, great on the phone, could source and an HR degree.  She applied for the job we had open for a recruiter and 100% positive she would have accepted the position if I would have offered it. I didn’t. 

She wasn’t a ‘fit’.  The job she truly wanted, her ‘dream’ job, was in straight HR, not recruiting.  She was willing to recruit – she really didn’t want to recruit.  We walked away from a terrific candidate.

Poor job fit is the #1 reason most people fail at a job.

Organizations spend so much time and resources ensuring they’re hiring the right skills, but most totally fail when it comes to organization and job fit.  Don’t get me wrong, it’s not easy to determine organizational fit.  Sure you can design an assessment, do peer interviewing, etc. But it always seems like a moving target, and it is.  Job fit also has multiple components:

1. The job you have open.

2. The company culture.

3. The job the candidate actually wants to do.

4. The job the candidate is willing to do and how good of an actor they are to prove to you that is the real job they want.

5. Your inability to see your perception of the candidate and their perception of themselves doesn’t align.

How many of you have ‘Poor Job Fit’ as a reason for termination on your exit interview form?

My guess is almost none.  Most managers and HR pros will list things like: performance, personality conflict, attitude, low skill set, personal reasons, schedule, etc.  We don’t want to use something like “Poor Job Fit” because what that says is “We suck at our jobs!”

The reality is – probably 75% of your terminations are because of poor job fit.  You hired someone with the skills you wanted, but the job you have doesn’t use or need most of those skills.  The job you have doesn’t meet the expectation you sold to the candidate.  The job you have isn’t really the job the person wants.

Most organizations would be farther off to hire by fit, than by skills. True statement.  HR pros hate to hear that – because it discounts a lot of what we do.  Job fit is the key to retention – not skills.  Find someone who wants to be a recruiter – and they probably

HR pros hate to hear that – because it discounts a lot of what we do.  Job fit is the key to retention – not skills.  Find someone who wants to be a recruiter – and they probably be a decent recruiter.  Find someone with great skills who doesn’t want to be a recruiter – and they’ll be a terrible recruiter. 

In almost every occupation where you don’t need professional certifications (doctor, lawyer, CPA, etc.) this holds true.  I know a great Accountant who never went to accounting school – better than anyone I’ve met you graduated from accounting school.  Some of the best teachers – never went to college to become a teacher – but they love teaching.

Do one thing for me the next time you interview a candidate for a job – ask them this one question:

“If you could have any job, in any location, what job would you select?  Why?” 

Their answer doesn’t have to be the job they’re interviewing for to be the ‘right’ answer.  Their answer should be in line with what you’re asking them to do – or you’re going to have a bad fit – and either you will eventually be terminating them, or they will eventually be resigning.

Rerun – I Love Hiring People Who Have Been Fired!

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It’s Spring Break in Michigan, so I’m going to step away from the daily grind and throw some Reruns at you! You guys remember Rerun, from What’s Happening? (look it up, kids!) So, enjoy the Reruns, they’re some of my favorites!

Originally ran July 2013 – 

There are few truisms I know in HR.

1. As soon as you think you’ll never be surprised again by something dumb done by an employee – you’ll be surprised.

2. You’ll be asked every year in HR to reduce your budget.

3. Employees will always believe HR knows more than HR really does know.

4. HR vendors always say they’re giving you their ‘lowest’ price until you say ‘no’, then a magical new lower price will come up.

5. Many employees who get fired were at one time really good employees.

The last one is one I really love!  It is a simple fact of life that most people will at some point in their life be fired from a job.   Might be their fault, or not, either way it’s not uncommon.  Here’s what happens to most people when they get fired – it’s like the 5 stages of grieving : You’re shocked – even when you know it’s coming; you’re pissed – how could you do this to ‘me’; you’re sad – what am I going to do; you’re anxious – I’ve got to get something, now!; and you’re determined – I’ll show you.   It doesn’t happen in this exact path for every person – but for many the flow is about the same.

Here’s what happens to most people when they get fired – it’s like the 5 stages of grieving : You’re shocked – even when you know it’s coming; you’re pissed – how could you do this to ‘me’; you’re sad – what am I going to do; you’re anxious – I’ve got to get something, now!; and you’re determined – I’ll show you.   It doesn’t happen in this exact path for every person – but for many the flow is about the same.

What you find is that someone who has been fired from a job comes with this cool little chip on their shoulder when you hire them.  It’s this deep down fire to show you and everyone else they know – that the person who was fired, isn’t who they truly are – they are more than that person.  This motivation is great!  It’s a completely different motivation than you get when you hire an employee who is currently employed and doesn’t really need your job.  I want people with some ‘want’ in them – some hunger – maybe a little pissed off with a chip on their shoulder! This edge, and memory of being fired, can carry people to great performance for years!

It’s a completely different motivation than you get when you hire an employee who is currently employed and doesn’t really need your job.  I want people with some ‘want’ in them – some hunger – maybe a little pissed off with a chip on their shoulder! This edge, and memory of being fired, can carry people to great performance for years!

In our organizations, we fire so many people who use to be great, and for a number or reasons you now believe they are crap.  And for you, they truly might be performing like crap – but for me they might be willing to be great again!  We had a saying when I was in HR at Applebee’s while doing annual calibration of our teams –

“if you talk about someone for more than 10 minutes they turn into a piece of crap”. 

Doesn’t matter who – our best to our worst employee – the longer you talk about them, the worse you start to view them.  This happens because it’s in our nature to focus on their opportunities, not their strengths – so the longer you talk the more you talk about what they can’t do, not what they can do.

So, there you have it – send me your crap employees – I’ll love them!

Rerun – HR’s Guide to White People

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It’s Spring Break in Michigan, so I’m going to step away from the daily grind and throw some Reruns at you! You guys remember Rerun, from What’s Happening? (look it up, kids!) So, enjoy the Reruns, they’re some of my favorites!

Originally ran December 2011 – People find this funny, it still gets high traffic. I’m able to write a guide about white people. If I did the exact same thing but did a guide (for humor purposes) about Black people, or Gay people, or Asian people, I would be labeled a racist. That was my point when I wrote this in 2011, not many people got that.

I had a conversation this past week with an author looking for a quote from me on some diversity topics, and since I’m in HR, well, of course, I’m finely suited to talk diversity.  Here’s what I found funny, though, about the whole experience – I found myself thinking less about coming up with some profound wisdom to share with the masses and more about making sure I don’t come across like some Grand Master of the KKK.  This is when it hit me – HR doesn’t get White People!  You know – guys like me – white – male – 40ish; I’m like a Purple Squirrel in HR!  I mean in HR we are all about diversity. Diversity is what we do, so we live it, we hire it, we are IT!

But, I get it.  I’m fine walking this lonely road within HR and being a white male.  It’s what HR is all about, right?  Diversity!  And what says Diversity more than a white male 40ish short dude, in HR – I know crazy right!?  It’s like your mom in IT pumping out JAVA code – it just doesn’t fit.  So, as usual, I’m here to help – so I give to you this holiday season my first gift:

HR’s Guide To White People:

1. Passive-Aggressive:  It’s critical that you understand that white people are passive-aggressive.  We like to get our way, but we don’t want to get our hands dirty.  We aren’t going to get up-all-in-your face, we will subtly torture you until you do it our way.

2. Throwing Ourselves On The Sword:  White people like to feel bad, we love tragedy – but in a good way – well the best way you can take a tragedy!  It makes us feel good inside knowing it’s going to be bad, and might get worse.  It allows us to complain and have lower expectations.

3. We Want To Be Hip:  White people desperately want to be hip, but we can’t figure out that whole – Nigga v. Nigger thing – so we give up – see points 1 and 2 above.  We listen to hip-hop and rap, but only by ourselves, and we label it “urban” on our iPod lists so not to offend.

4. We like to buy really expensive cheap crap if it helps animals or kids: Stop it, don’t judge – but I would definitely step over 3 homeless people to get a new pair of Tom’s! But not four homeless people, I have emotional limits and short legs. Your welcome poor kid who just got a new pair of shoes – that makes me feel so good inside!

5.  Snow Sports: White people like snow sports. You don’t have to be real athletic, and you need a bunch of money to do it – so it fits us pretty well.  Stop having conventions in warm places – how about a freaking convention in Breckenridge or Vail every once in a while, you racist convention planners!

6. Management: White people don’t really like management – don’t get me wrong – we want to be management, just so we are clear.  We just don’t want somebody managing us.

7. Leadership: Yes, this is different than management. Let’s face it, white people love to cheer-lead and nothing says cheerleader, motivation and Tony Robbins like Leadership!  Give me a 6 set series of DVD’s and a book on tape and get out of my way!

8. Diversity: See no. 3, somehow we think that supporting diversity will get us a best friend who is black, Hispanic or Asian – thus make us so much more hipper than those white people who are too scared to speak to non-white people.

9. Awareness: White people love to be Aware!  Aware of your feelings, aware of the situation in north Africa, aware of just about anything – it makes us feel important.

10. Being An Expert on YOUR culture: Since white people aren’t completely thrilled about their own culture, we love being an expert about YOUR culture.  We will travel to your country, we will learn your language, we will take on your religion. It helps cleanse our soul for past digressions.

Bonus Guide to White People likes: Coffee, Organic Food, Gifted Children, Hating Their Parents, Wine, Microbrews, Farmer’s Markets, 80s Nights and Mos Def.

Use these insights wisely to create an environment your white people will feel comfortable and welcomed in.  Now I’m off to listen to PBS and drink an $8 bottle of water.

 

Rerun – The 11 Rules for Hugging at Work

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It’s Spring Break in Michigan, so I’m going to step away from the daily grind and throw some Reruns at you! You guys remember Rerun, from What’s Happening? (look it up, kids!) So, enjoy the Reruns, they’re some of my favorites!

Originally ran February 2014 – 

Hello. My name is Tim Sackett, and I’m a hugger.   Being a hugger can make for some awkward moments – what if the other person isn’t expecting a, or doesn’t want to, hug and you’re coming in arms-wide-open!?

Fast Company has an article recently titled: To Hug Or Not To Hug At Work? by Drake Baer, that delved into this subject.  Here’s a piece from the article:

“the uncomfortable feeling you get when you realize that your concept of your relationship with someone else doesn’t match their concept. The intensity of awkwardness roughly corresponds to the magnitude of difference in relationship concepts.”

I consider myself to have a number of roles: Husband, Dad, Coach, Boss, Friend, Coworker, etc.  In each of those roles I’ve hugged and will continue to hug.  Sometimes, though rarely, I’ll find someone who isn’t a hugger.  The first time I ever met Kris Dunn face-to-face, we’ve had known each other and talked frequently by phone for a year, at the HR Tech Conference – he was coming out of a session, I recognized him, he recognized me, and I went full ‘bro-hug’ (sideways handshake, other arm hug-back slap combo) on him, and I’m pretty sure he was caught off guard – but played along.  Kris is a closet hugger.

Kris is a closet hugger.  Jason Seiden, he’s a hugger.  So are Laurie Ruettimann and Dawn Burke.  I find Southern folks are huggers, more than Northern.  Western more than Eastern.  Canadians more than Americans.  Men feel much more comfortable hugging women than other men. Women will hug just about anything – coworkers, babies, puppies, old people, friends, people they don’t even like, etc.

I thought it was about time we had some hugging rules for the office, so here goes:

The Hugging Rules

1. Don’t Hug those you supervise. (The caveats: You can hug a subordinate if: it’s being supportive in a non-creepy way (major family or personal loss – sideways, kind of arm around the shoulder, you care about them hug);  it’s at a wedding and you are congratulating them; it’s a hug for a professional win (promotion, giant sale, big project completion, etc.) and it’s with a group, not alone in your office with the lights off; you would feel comfortable with your spouse standing next you and watching that specific hug.)

2. Hug your external customers or clients when they initiate hugging sequence.  (The caveats: Don’t hug if: it is required to get business – that’s not hugging, that harassment. Don’t let hugs last more than a second or two, or it gets creepy; Don’t mention the hug afterward, that makes you seem creepy!)

3. Don’t Hug the office person you’re having an affair with in the office.  (no explanation needed)

4. Hug peers, not just every day. (It’s alright to hug, but you don’t need to do it every day for people you see every day. Save some up and make it special!)

5. When you Hug, hug for real. (Nothing worse than the ‘fake hug’!  A fake hug is worse than a non-Hug.)

6. Don’t whisper – ‘You smell good’ – when hugging someone professionally. (That’s creepy – in fact don’t whisper anything while hugging!)

7. Don’t close your eyes while hugging professionally.  (That’s weird and a bit stalkerish)

8.  It is alright to announce a Hug is coming. (Some people will appreciate a – ‘Hey! Come here I’m giving you a hug – it’s been a long time!’)

9. It’s never alright to Hug from behind.  (Creepier!)

10.  Never Hug in the restroom. (Make for awkward moment when other employees walk in and see that.)

11.  If you’re questioning yourself whether it will be alright to Hug someone professionally – that is your cue that it probably isn’t.

 Do you have any hugging rules for the office?

Reruns – Beautiful Things Don’t Ask For Attention

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It’s Spring Break in Michigan, so I’m going to step away from the daily grind and throw some Reruns at you! You guys remember Rerun, from What’s Happening? (look it up, kids!) So, enjoy the Reruns, they’re some of my favorites!

Originally ran January 2013 – 

Over the holidays, I got a chance to see the movie The Secret Life of Walter Mitty.

Sean Penn plays freelance professional photographer Sean O’Connell.  Walter Mitty is played by Ben Stiller.  At one point Walter is searching for Sean to get an important negative and he finds Sean in some distant mountains, overseas, trying to capture a photo of a wild snow leopard.  Sean says this line when explaining to Walter why he goes to such lengths to get a photo:

“Beautiful things don’t ask for attention.”

In context or out, it’s a hugely profound line.  Sean isn’t necessarily speaking to the snow leopards outward beauty but saying something truly beautiful, inside and out, doesn’t ask for attention, nor necessarily want attention.  Each of us defines beauty differently, so this statement takes on a different meaning for all of us.

I love this, I’ll leave it at that.

The Key to Handling High Maintenance Employees Like a Pro

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Do you know the one piece of HR technology that hasn’t been created, yet? The Diva Detector!*

Wouldn’t that be nice? “Hey, Mr. or Ms. Candidate, please look into the DD 2.0 and don’t blink….Yeah, looks like you’re a straight-up diva, and sorry, but we’re fully loaded up on those at the moment. Please feel free to test again in 30 days. If your diva levels come down to just a know-it-all, you’ll be reconsidered!”

We tend to hire high maintenance employees because they’re very good at hiding their diva-ness during the interview process. Sometimes they even hide it through the probationary period of their employment. Those are the really hard-to-handle ones because they know they’re divas and hide it long enough to make your life difficult.

The question is, what do you do once you have a high maintenance employee?

I’ve had to deal with this in every single HR stop of my entire career, usually with a line out the door waiting to one-up each other on who has the biggest diva flag.

The thing about high maintenance employees is they usually want more attention than a normal employee. It’s this need for attention that drives you nuts, their manager nuts and all the other employees around them.  The key is getting them to focus on what the organization needs from them, not what they need from the organization. So, how do you do that?

Well, usually, high maintenance employees become a problem because their direct supervisor doesn’t stop this issue immediately when it comes to light. But, this is common, especially with new hiring managers, so it’s critical to work with them and help them become better managers.

High maintenance employees are at their best when they can divide you and the hiring manager. You can’t allow this to happen. You have to make a plan with the hiring manager and stick to it. The best way to box in a high maintenance employee is to never allow them to play two parties against each other. “Well,” they might say, “my boss said I could lead, then Jenny just took over, and I’m the one…”

You see where this is going!

As soon as this starts, you just need to say one thing, ” I’m going to call in your boss and Jenny so we can all talk.” To which they’ll probably say: “You don’t need to do that. You’re in HR! I thought this was confidential!”  (I love that one, by the way. I’m not a lawyer, I’m an HR leader, there’s a big difference.)

My reply to this, delivered in very calm, even-keeled manner is, “I can see this is very important to you, so I don’t want anything to get misinterpreted, it’s best that we get all of us together and get on the same page.”

High-maintenance employees hate to be on the same page because they get their power from the lack of communication within organizations. So the best way to limit their impact is to get everyone in the same room and nip the issue in the bud before it gets way out of hand.

(*Remember how I mentioned how great a Diva Detector would be? This isn’t exactly that…but Jellyvision’s unique recruiting process is a pretty close second. Check out how they weed out divas and slackers right here. It’s good stuff.)