Category Archives: Culture

Where Does Retention Start?

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The biggest thing in HR and TA in 2016 will be retaining your employees. Not just top talent, but that middle of the road, shows up every day, glue type talent.  Retention is a concept that most HR and TA pros haven’t had to worry about this for a long time, but it’s quickly the hottest issue facing most organizations.

My question is, where does retention start?

My friend Laurie Ruettimann and Dawn Burke talked about this on Dawn’s FOT Videocast ‘No Scrubs‘ earlier this month. Laurie’s opinion is that retention starts at the Orientation. Solid theory for sure. You want to catch them day one and start retaining them from the start.

What Laurie knows, is that most organizations don’t start retaining employees until it’s too late. You know, when you find out that the person is out interviewing with your competition! Or when you find their resume on CareerBuilder, or see that they recently updated their LI profile, or when they turn in their two weeks notice!

I tend to believe that retention, at its core, starts with selection.  Hire people who actually want to work for your company, and crazy as it sounds, they tend to stay around longer!  Most turnover happens because of poor organizational, or positional, fit. Hire people who have a strong desire to work for your company, specifically, and retention tends to take care of itself.

So, if retention starts so early, regardless if Laurie or I are correct, why do organizations still wait so long to address it?

I think organizations are still under the belief that employees leave organizations because they hate their boss.  We’ve allowed this thought to percolate for a decade and its now become fact.  This is one small aspect of turnover, but I tend to believe now that most employees expect and deal with bad bosses fairly well.

The problem with focusing retention efforts so late in the process is that it’s, well, too little, too late!

Another piece to this retention dilemma is that HR doesn’t really believe they own it, and I tend to agree with this theory. The reality is the direct supervisor should have a better handle on retention. It should be a measure that all first-line leaders are held accountable to. Therein lies the real problem. We all take some responsibility for retention, but no ownership!

It’s the classic house on fire analogy. One person sees a house on fire and they do all they can to help. Ten people see a house on fire, and they all watch, believing someone else will do something about it. Your organizational retention is a house fire. To stop it, one person, one group needs to own it, measure it, make it public, ensure everyone sees the fire burning.

I’m not sure, exactly, when retention starts, but I always know how it will end.  With you posting a job and refilling a position, you already had filled…

3 Things HR Pros Don’t Want for the Holidays!

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It’s that time of year when you start receiving holiday gifts from HR Vendors.  My own company even does it.  For the most part, we send out a holiday card to the vast majority out our contacts, but those ‘paying’ clients or ‘Friends of the Company’ (former or future paying clients) we do something special.  Most companies go through the same kind of decision-making process when determining what should you do for your clients.

Some companies really get creative when determining what to send their clients. My friends Kris Dunn and Shannon Russo, who run the RPO firm Kinetix, decided a few years back to give out books to their clients and friends of the company.  Not just any books, they really dug in and got creative around a book that thought would challenge how people were thinking.  They would put together a thank you note and send out the books.  It’s different, it’s eye-catching, it’s memorable.  I’ll say, though, Kinetix is not the norm.

My friend, Eric Winegardner, at Monster.com, personally makes peanut brittle each holiday, packs it up for hundreds of clients and friends, and sends it out all over the country.  It isn’t easy. It’s very time-consuming. He could easily shop it out and buy store bought stuff.  It shows that he cares.  It shows that he is thinking about you.  Whether you like peanut brittle or not, it becomes a personal gift from him to you.

The norm is boring, safe and sometimes laughable.  Let me give you examples of the worse corporate/client holiday gifts:

1. Pinup Calendar!  Okay, I have to bust on a company that I actually like a lot, Dice.com!  But, they send out a Pinup Calendar each year, and I’m not sure if it’s meant to be a joke, or if one of their executive’s spouses runs a calendar printing company and they are forced to send these out, but it doesn’t fit their brand at all!  “Hey, we’re a tech company, take this 1970 pinup calendar and put in the wall next to your 26 inch LCD screen with your Outlook running on it.”  My grandpa had a pinup calendar in his garage he would get from the gas station!  I’m not sure who makes the Dice.com calendar decision, but I would love to hear about it!

2. Pre-printed Holiday Cards!  You know the ones that say something like “Happy Holidays from the Gang at HRU!”.  You shove it in a pre-printed envelope with a pre-printed address label of your client that your admin ran off an excel mail merge.  It says ‘Classy’!  “We care so much about you as a client that we won’t even sign our name to the card!”  Really!? I don’t care if you’re sending out 1500 cards, sign your freaking name on the cards. It might take a couple of hours and your wrist will hurt, but you’ll live.  Your clients deserve your very least!

3. Company Logo Coffee Mug!  No one really wants your crappy logo coffee mug, unless you’re going to spend some real money and get something that is really nice.  No, I take that back, we still don’t want your expensive logo crappy coffee mug!  Again, what this says to your client is: 1. You must drink coffee and 2. You must drink coffee in our crappy mug and think about us!  I don’t drink coffee. Send me Diet Mt. Dew with your logo on it and I’ll drink every last drop and sign your praises in a caffeinated baritone that would make angels blush!

So, what should you do to show your clients you really care about them and want to thank them for another year of doing business?  It doesn’t matter, big or small, but make it something personal to them, not to you.  If your first thought is: “what is something that is cheap that we can throw out logo on and send it out” — you’re doing it wrong! If your thinking what does this client (the individual I have a relationship with) really into, and what’s something I can send them to show them I was thinking of ‘them’ specifically when they open it — you’re doing it right!

BTW – for any HR Vendor reading this – I’m totally into Gin, Michigan State University and Sprinkles Cupcakes!  Have a great holiday season!

Unreasonable Expectations Killed Talent Acquisition

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The worst thing that ever happened in the history of Talent Acquisition was the phrase, “We only hire the best talent”.

In the 1980s, I suspect, or somewhere in the past, some lame CEO said this phrase.  Talent Acquisition has forever since been cursed to live up to this expectation.  You never will, for a number of reasons.

First, what the hell is “best talent”, really? You don’t truly know. No one does.  Do we mean the actual number one rated best talent? Or, do we mean just the best talent at the time we hire? Or, do we mean the best talent that will actually accept a job at our crappy company?!  I think the CEO believes it’s the actual number rated best talent, which means she is an idiot that has no concept of what she is talking about.

Second, do you even know who your own ‘best talent’ is in your organization?  Because to hire ‘best talent’ it will mean you need to hire people better than what you already have, which means you better know who the best is in your own barn!  Most of us struggle with this one as well, because we measure ‘best’ on a number of factors, which usually don’t align to what our executives feel is best.

Third, are you sure you even want ‘best talent’ in the first place?  Best talent can be a major pain in the ass! I’m willing to put up some of that best talent ass pain, but I don’t want an organization full of it.  I want to build a fantasy team at my organization. Folks who are great at certain roles, surrounded by other who are great at other roles, all knowing how their skills support each other, to make the whole better!  The last thing I need is a team with five Michael Jordans. There aren’t enough shots to keep that team happy!

We only hire the best talent is the single biggest line of B.S. that is said by executives of organizations and by TA leaders.  What they usually mean to say is:

“We only hire the best available talent at the time we have an opening, of those who actually applied to the job, and who are willing to accept the at market pay and benefits we offer!”

But, that message doesn’t look good on a career site!

If you’re in Talent Acquisition and you feel like you never measure up to your executive teams expectations, I would bet your executives probably think you only hire the best talent!  Don’t get down, the tide is turning.  Sharp TA leaders are already changing this narrative to bring some reality back to the conversation.

 

 

When Did Attitude Become a Skill?

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I know for sure that this hasn’t always been the case.  My parents and grandparents did not see Positive Attitude as a skill.  It was something you had, or faked, while at work.  You didn’t question it, it was a given.  You either showed up with it, or you got sent home to find it!

I’m now, seriously, hearing from hiring managers who only skill they desire from a candidate is someone with a positive attitude!

No, Tim, I don’t need someone who can do the job. We can show them that part. I just need someone who actually shows up to work and seems to like being here, working, making money, helping the company, our customers and their fellow employees.

By the way, these aren’t $12 an hour jobs.  These are professional, you can make a good living, with benefits and retirement and manage people, level jobs!  Career level jobs!

Here is all anyone really has to do today to get hired by, keep and have a long successful career at most companies:

1. Show up to work, almost every day.

2. Come across to others that you actually like your job and the company you work for.

3. Don’t be an asshole to your boss, coworkers and customers.

4. Be slightly positive about what the future holds for yourself and others.

5. Don’t be creepy.

1 + 2 +3 + 4 + 5 = a great career and multiple employee awards!

Yet, most people in the world can’t even come close to meeting the expectations I’ve listed out above.  Not. Even. Close.

Positive attitude is not a skill. It’s a basic human trait that all of your employees should have.  If they don’t, please give them the gift of finding this ‘skill’ working for another employer.

Also, don’t give me some crap about having a bad day.  Everyone has bad days, weeks, months and years.  It doesn’t change the fact that you need to show up to work and put on a positive front. Look, I don’t care if its real or fake, and no one else does either! Just do it. Here’s a little secret, none of know that your faking being positive, and even if we did, we really don’t care! We like hanging around positive people, more than negative people.

Attitude is not a skill. I refuse to allow it to be!

GE’s “Owen” Employment Branding is Brilliant!

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If you haven’t seen these TV commercials for GE (they also have a ton of radio ads in the same genre) you’re missing out on one of the best employment branding campaigns that have come out in years! “What’s the matter with Owen?” is the series and they’re very funny!

The ads show that GE knows who they are and what the perception is about them in the technology industry.  They also know, like many other giant established primarily manufacturing companies (see Big 3 Autos, Boeing, Lockheed, General Dynamics, etc.), that they need engineering and IT talent, just as bad as those companies in Silicon Valley.

Here are a couple of the ads:

We talk constantly about how important employment branding is to organizations to attract talent. We also say that small companies have an advantage in employment branding because they can be more creative.  I think GE just gave big orgs a roadmap to how they can flip the script when it comes to be creative and having fun with their employment branding!

Want to have a better understanding at how bad the labor market, truly, is for STEM talent?  GE, one of the most established brands in the world for decades and one of the most conservative with their branding, is making fun of itself and it’s perceived culture!  I can’t even explain at what a huge shift this is within the industry!

You’re Not Bill Simmons!

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On Friday, right before the end of the business day, ESPN announced that it was shutting down its very popular site Grantland.  Grantland was a site started by sports author Bill Simmons, and it was purchased by ESPN a few years ago and Bill came over to ESPN to continue to run it successfully. Bill Simmons is an exceptional writer, and assembled a great writing team, and Grantland was a blog I read every day.

This is from ESPN on the announcement of shutting down Grantland:

“Grantland distinguished itself with quality writing, smart ideas, original thinking and fun. We are grateful to those who made it so. Bill Simmons was passionately committed to the site and proved to be an outstanding editor with a real eye for talent. Thanks to all the other writers, editors and staff who worked very hard to create content with an identifiable sensibility and consistent intelligence and quality.”

So, what happened?

Bill Simmons was let go by ESPN in May.  Bill had creative differences with ESPN executives. This happens with great talent and management. One is trying to make great art. One is trying to make great money. Those two things many times don’t travel a parallel path.

Since his leaving, many of the great writers and editors that he brought onboard at Grantland, and stayed at Grantland, left ESPN, either to follow Bill to his new projects, or to other media outlets. These were really talented people, who worked at Grantland because of Bill Simmons.

You are not Bill Simmons!

In my career in HR I’ve seen a ton of talented people decide to leave companies I was working at, and they truly believed the company couldn’t go on without them.  In every single case the company did go on, and usually prospered.  You see, very few us are a Bill Simmons.

Bill left Grantland, and it failed.  Some would say, he was Grantland, or Grantland was him, either way, the site could not live without him.

You probably don’t have one employee in your entire company that is that important that if they left the company would fail to go on without them. Most of us are in similar situations.  Your executives know this as well, even if they won’t admit it. The organization will live on without them. It’s a tough pill for us all to swallow, but it’s 99.9% true in almost all cases.

We are not Bill Simmons!

Which is to say, you don’t have a defining discernable talent that is unique enough to carry or bring down a company. That’s okay! The world needs ditch diggers, and lawyers, and accountants, and developers, and clerks, and trash collectors, etc. It sucks to replaceable. It’s just a fact of life for almost all of us.

Bill Simmons couldn’t be replaced.  That’s might be the ultimate job performance review you could ever have.  I’m so f’ing good at my job, if I leave this place will fall apart.  We all want to believe we are that person, but we aren’t!

 

Quality of Hire Metrics are an Illusion

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LinkedIn released their annual Global Recruiting Trends 2016 report last week and it had some great information.  I have to give LI credit, this report, each year, has some really great information that always makes me think!  This year’s report was no different, and one stat struck me as really telling:

When Talent Leaders were asked: “What is the single most valuable metric that you use to track your recruiting team’s performance today?”

They said:

“39% of Talent Leaders agree the quality of hire is the most valuable metric for performance!” 

It was the single highest answer to this question!

You know what?  Quality of Hire is an Illusion for about 99% of organizations!  They have no freaking idea how to actually measure quality of hire, or what they’re actually measuring doesn’t haven’t the faintest correlation to actual quality of hire.

So, why is this interesting to me?

It shows me that TA Leaders still don’t have the guts to use real metrics and analytics to measure the performance of their teams!  Using a subjective, at best, measure, like Quality of Hire, allows them to continue to just make up what they ‘feel’ performance is, and one that doesn’t truly hold themselves or their teams accountable.

If you think this isn’t you, tell me how you actually measure quality of hire of your employees?  It’s very complex to even come up with something I could argue is an actual quality of hire metric!  Most organizations will do things like measure 90 day retention as a quality of hire. “Oh, look, they stayed 90 days! Way to go recruiters you’re hiring quality!” No they’re not! They’re just hiring bodies that decided to stay around 90 days!

Quality of hire metrics only work if you are actually measuring the performance of your new hires to the performance of those employees you already have.  This measure, then, becomes one that you can’t even measure until you have a true measure of performance (which is a whole other issue!) of both the new hire and your current employees. Also, you have to give that new hire, probably a year, to truly see what kind of performer they are in your environment.

How many organizations are waiting a year to measure the quality of hire of the employees they hired a year ago?  Almost none!

The other issue here is why is Quality of Hire a recruiting measure to begin with? Are the recruiters ultimately choosing who gets hired and who doesn’t?  That’s what I thought.

So, the recruiter can give the best candidate in the world to a hiring manager, but she instead hires a gal from her sorority who bombs out, and the recruiter gets killed on the quality of hire metric? That sounds fair.

Quality of hire metrics only became something because TA Leaders didn’t have the guts to tell the executives in their organizations that this isn’t really something that matters to the effectiveness of the TA function.  Quality of hire is a hiring manager metric.  You know how it’s measured? By looking at their operational measures and seeing if they actually met them.  If they didn’t it one of three things: they don’t know how to hire, or they don’t know how to manage, or both.

Regardless, check out the LinkedIn report. It has some good data points that are fun to discuss!

Having Fun at Work

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Mark Manson is a brilliant writer, one of my favorites. He recently wrote an article titled, “Screw Finding Your Passion” where he made a comment about fun:

“A child does not walk onto a playground and say to himself, “How do I find fun?” She just goes and has fun.”

I get asked a lot by HR Pros who are working hard to influence their work culture and raise employee engagement about how can they make their workplaces more fun.  I think the above quote will be my new go-to answer!

If you offer a fun environment, meaning you don’t stamp out the fun your employees naturally want to have, all you need to do is allow fun to happen.

Now, you know your problem.

You try and manufacture a certain kind of fund. A kind of fun that you and your executives feel employees will feel is fun. But, it’s not fun. Safe fun is not fun.

Did you want to use the safety scissors as a kid, or the big sharp ones the teacher had?  Did you want to play the game the parents put together at the birthday party, or just run around with the other kids making up something?  Planned fun, is the opposite of fun.

If you want a fun work environment, you have to allow fun to happen in a way your employees believe is fun. Sometimes that will make you nervous. That’s okay, that is what fun is all about.  If it didn’t make you a bit nervous, it wouldn’t be fun!

When I took my first job as an HR pro, I worked in an office where ‘fun’ wasn’t really something that was being had. I brought in one of those little indoor basketball hoops that hook onto the back of a door and put in my office door.  I would then challenge people to a game of “Pig”.  The office battles became epic!

One day the CHRO came down to the HR offices and saw the hoop and asked me to play.  No one, including me, expected this! He was the opposite of fun. He was a buttoned-up executive! But, he was letting us know, that he approved of us having fun! He wouldn’t do it often, but every once in a while, he would come down and challenge one of use to a game. People would gather, they would laugh, they would have fun.

How do you create a fun work environment?  Let people have fun.

 

If You’re Going To Do It, Do It Now!

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I have three sons, two of which are college age-ish (one if college, one on his way).  They can do anything right now!  If they wanted, they could fill a backpack and walk the earth. No one is going to stop them, in fact, many will congratulate them for taking this leap while they’re young.

In just a few years, people won’t say that.  They’ll tell them it’s crazy and you’re going to hurt your career, etc.

I’m 45 years old.  I have a feeling that I’m getting to an age where I no longer can make a change in my career path.

Before you start commenting with things like, “Tim, age is a state of mind”, or “You can do anything you want”, or “Follow you passion”.  Stop it. I’m a grown ass man.  I like to think I’m an adult, although my wife and kids question that frequently. I have adult obligations – mortgage, college tuition, kids to raise, health insurance. I can’t just go off and polish rocks.

We all get to certain points in our life where you can no longer just go do ‘it’. Whatever ‘it’ is for you.   I feel like I’m at a point where I can’t change careers, not because I don’t think I could, but because society doesn’t look well upon 45-year-old dudes looking to change careers. Something is now wrong with me if I wanted to change careers. BTW – I don’t want to change careers, I actually think what I do is pretty cool. Or hip. Or On Fleek. Or whatever the kids are saying.

If I decided to go back and become a nurse, right now, at 45 years old, with all of my responsibilities. People would say something is wrong with me. You know what? I would think there was something wrong with me.

My question is more around what is ‘that’ time when if you’re going to do it, you better do it now?

For traveling the world: I think it’s 18-22 yrs old, or after 60.

For completely changing careers: I think you have to do it around 30-35 years old. Later, and you just look like your reaching. (I think most people won’t agree with this, but it comes from my recruiting background and how hiring managers look at older candidates who have made this move)

For having kids: this one has changed a bit, but before 40 seems safe. Otherwise, you’re just tempting science to give you problems. One caveat, if you’re adopting, I’ll push out this age because those kids just need someone who will love them.

For completely your high school or college education: I’m really open on this one – I would say anytime before death! I’m a huge advocate of lifelong learning!

For having grandkids: After 45 years old for sure. If you have grandkids prior to becoming 45, you did something wrong as a parent.

For getting your nose pierced: 17-28 years old. Yeah, I’m looking at you 37-year-old mom with the kid with a mohawk not wearing his seatbelt in the back of your Ford Mustang.

So, hit me in the comments with your age ranges on when you think it’s no longer socially acceptable to change careers!

 

 

T3 – @ElevatedCareers by eHarmony

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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. Elevated Careers was one of the new companies this year at the HR Tech Conference in the startup pavilion. While their peers in the startup pavilion didn’t really like this, Elevated is actually being run like a startup, they just have one really big investor!

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.

Elevated Careers is in Beta and hopes to be completely live end of first quarter of 2016, but it shouldn’t stop you from jumping on the Beta is you can get in.  One thing I wasn’t excited about is there is a piece of their product that will have candidates “buy” for certain functionality. Before you go down The Ladders path, you have to understand where they’re coming from – Dating Site.

Their data shows that people don’t value free sites.  If you offer a dating site membership for free, no one shows up. If you make them pay, add some exclusivity to it, people will pay for it.  While that works on dating sites, I don’t know if it will work on a career site, but we’ll see. I didn’t get from them that they’re married to this idea, and it might change out of beta.

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.