Category Archives: Development

HR and Parking – Parallel Practices

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Did you know parking lots are their own big industry, just like Healthcare or Banking?

For city folks, dealing with parking lots is a daily thing. Like other industries, parking is using tech to get more profitable and efficient. Supposedly, people waste about 20 minutes per trip looking for parking. Yet, booking parking in advance is still kind of new. Ideally, folks should know where spots are, compare prices, and pick the best one.

Here are three things HR can pick up from parking lots:

  1. Smart Talent Use: Drawing from the parking lot playbook, HR should take a closer look at whether having a full crew around the clock is really necessary. In Europe, they’ve figured this out by using more contractors and adapting to the demands of the moment. However, the US is a bit slow to jump on the bandwagon, possibly due to sticking to traditional hiring practices that may not be as efficient.
  2. Pay for Good Work: Similar to forking out more for a prime parking spot, companies should be willing to invest more in top-notch talent. HR needs to break free from the shackles of outdated pay systems and embrace a new approach that rewards the best talent available in the entire job market. It’s not just about acknowledging the best within the company; it’s about recognizing and compensating those who stand out in the broader talent pool.
  3. Teamwork: Taking a cue from the cooperative spirit of parking lots, HR could explore the idea of sharing employees with neighboring companies. Imagine two adjacent companies both in need of similar skills, like developers. Why not collaborate and share the talent pool? Sure, there are hurdles like legal considerations, sorting out the pay scale, and managing benefits, but with some effort, it’s a feasible strategy worth exploring. This kind of teamwork could lead to mutual benefits, just like parking lots sharing information on open spaces.

Any others I’m missing? How about don’t be an ass? Keep it between the lines?

Burning a Hire

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If you’re a fan of baseball, you know there’s this cool thing in the game where a pitcher throws a ‘burn’ pitch to set up another one. It’s not about scoring a point but getting ready for a better play down the line.

Ever thought about doing that in HR? Ever burned a hire?

In big companies, sometimes you have to burn hires to make a point or get your hiring managers on board. I remember when we brought in this fancy pre-employment test, and the managers hated it. They didn’t trust the science behind it. Good assessments only work if everyone believes they’re worth it in the end.

I let the managers hire people they liked, even when the test said they might not work out. It was a gamble, but I wanted to show the value of the tools we were using. I wouldn’t keep doing it, but sometimes you need to prove your point for the greater good.

I’ve also burned hires with executive referrals. Top-level folks sometimes want to get jobs for their family, and most of the time, these hires don’t work out. But fighting against it isn’t smart, so you burn a hire.

Not many HR people openly admit to burning hires, but behind closed doors, we know it happens. Sometimes, the small battles aren’t as crucial as the bigger internal war, so you let certain hires go through even when you’d normally stop them.

This doesn’t make you bad at HR; it’s just being strategic. Like the pitcher, you’re setting yourself up for success by burning a hire here and there.

The Snowstorm Test

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Throughout my career, I’ve had conversations with coworkers who think they’re more crucial to the business than they really are. You know the type – they drop comments like “This place would be lost without me” or “Let’s see how things go if I’m not around.” Usually, it’s the sales or tech folks who, despite their contributions, sometimes overestimate their importance. Over time, I’ve come up with a simple two-step test to figure out if someone is truly essential to your business:

  1. Snowstorm Test:
    • Ask yourself if this person is required to show up at the office during a severe snowstorm, lasting multiple days.
    Example: In a large Health System where I worked, doctors and nurses were essential, with plans in place for emergencies. Meanwhile, in HR, I wasn’t on the list for a 4-wheel drive SUV pickup.
  2. Self-Promotion Check:
    • Consider if the person spends a lot of time trying to convince you of their importance to your operation.
    Examples: Statements like “Our biggest client wouldn’t be here without me” or “Our department saved the organization $500K last year on a $3.7M budget.”

Looking at how organizations evolve, it’s interesting to note that in the beginning, only essential employees are truly needed – those involved in getting materials, making products, selling them, and handling finances. Support functions like HR and Marketing often come later, usually after the company grows beyond 100 employees.

Regularly reassessing who holds essential roles within your organization is important. As a “client” to these vital contributors, focus on tasks that support their efforts. This means having direct conversations, asking, “How can I help you do your job better?” It’s simple but often overlooked.

Think of organizations like picking teams on a playground. If your most essential employee were choosing a team, where would you stand – first, tenth, or last? It’s worth thinking about where you fit in.

Don’t Say That!

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Found this oldie but a goodie and I thought it would be a fun one to revisit. Still holds true, right?

7 Things You Should Never Say When Asking for a Raise!

Posted on  by Tim Sackett

There are certain conversations in our work lives that cause people the most anxiety and having to go in and ask for money is, on my list, the next most anxious work conversation most people will face.  I can think of many times that I wanted more money, thought I deserved to get more money, and heck even our good old Comp people said the market should be paying me more money, and still, it is a difficult conversation to have with my superior (at least for me).

Like many people, I think I do a good job, give my best effort, produce great results, and after all that, should I really need to ask? Shouldn’t my boss ‘get it’ and just want to write me a blank check?!

With all this in mind, most people will screw this conversation up by saying things they really want to say, but shouldn’t, if they’re trying to get a raise.  Here are the top things you probably shouldn’t say when asking for a raise:

1. “If you pay 10% more, I will really put in some extra effort!” – So what you’re saying is you’re not putting in extra effort now…

2. “I looked in our HRIS system and I know Sheila on the 5th floor is making $5000 more than I am – and she’s an idiot!” – Not the best strategy to look at others’ private comp information, even if you have access, then call them an idiot – at least in my experience…

3. “If you don’t pay me more money, I’ll be forced to find another job that will pay me what I worth” – Be careful, I’ve tried this one, and they might call your bluff!

4. “I’ve done the math and if you fire Mike, I can do his job and mine, you save $50K, after giving me $25K of his $75K salary” – This actually might be a really good idea, But Mike might be the last one standing with the $25K raise, not you!

5. “I really don’t understand how you can be worth $50K more than me, I do all your work – and deserve more money” – Bosses just love to hear they are overpaid, don’t do anything, and you can do their job – NOT!

6. “I saved the company $1 million in reducing recruiting fees, by implementing a social media strategy successfully, I should at least get a fraction of those savings” – Why, yes you should – if you were in sales, but you’re in HR, and this was part of your job description. Sorry for the wake-up call – all employees aren’t treated equally – put on a helmet.

7. “I know times are tough, so I was thinking instead of more money you could give me an extra week’s vacation or pay for my health insurance or something else like that.” – Okay, Einstein, stop thinking – it’s all money. Vacation, health insurance, paid parking, lunch money – it all hits the bottom line on the income statement. You just showed how expendable you really are.

I’ve learned over the years, through trial and error (okay, mostly error) that many, if not all, of the above statements just don’t seem to have the impact that I was hoping for with my supervisor.  I have seen peers, who performed well, were loyal, dedicated to doing their best for themselves, their co-workers, and the company, and got the raise they wanted by just being patient.

Supervisors are as uncomfortable as you are to have the compensation conversation. If you are as good as you profess to be, then they do want to give you more, but probably can’t due to budget, market, others performing even better than you, etc. It may be the hardest thing to do, but being patient usually works out the best of all!

2 Steps to Climb the Corporate Ladder

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When it comes to advancing in your career, it’s not just about chasing promotions. Let’s say you have been at X company for 5 years and you’re hungry for more. We’ve all been there, right? Here’s what I would say:

Step 1: Put together a self-improvement plan with goals and a timeline. Show you’re working on your weak spots (let’s call them “opportunity” areas for the GenXers).

Step 2: Let your boss know about your plan, and here’s the kicker – ask for their help in pulling it off. Be specific about what they can do to help you reach your goals.

We discussed some ideas based on his “opportunity” areas.

Bosses love promoting folks they’ve mentored. It strokes their ego and scores them points in the organization for developing talent. Hiring doesn’t get them as much credit as promoting does – it’s basic Organizational Behavior 101.

It doesn’t have to be fancy. Bosses like promoting those who show they’re into their job and the company. Taking charge of your development plan and asking for help doubles your shot at getting promoted.

There are a lot of moving factors in this, but if you are working for someone who is respected in the organization, and you have an above-average performance compared to others in your work group, this will almost always play out well for you.

Trying to climb that career ladder? Just follow these two simple steps.

I Love a Rivalry!

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I’m all about it – winning, competing, the buzz, and yeah, even losing. Losing keeps you caring about winning.

Not everyone sees it like that, though. Some think we should all just get along and that having rivals is old news.

But here’s my take – real competition with rivals pushes us to be better than we thought we could be. Without that push, we’d never hit our top performance.

The snag with rivals at work is it can get ugly real quick if it’s not handled right. That’s why some folks say we don’t need rivals in society.

A badly managed rivalry, especially at work, can wreck the vibe faster than anything else. It turns into a “me against them” deal, even when ‘them’ is just another part of ‘us’!

But, if done right, rivalries can light a fire under leaders and teams, taking them to some crazy high performance levels. External rivals, like competitors, bring that extra kick. Those are the rivalries we love – kicking the competition’s butt!

Internal rivals can be just as motivating, maybe even more because it’s real. Your rival is someone you know, or at least more than your competition.

This relationship with an internal rival is where the energy comes from, both good and bad. We hope these internal rivalries drive both sides to greatness, but it doesn’t always pan out that way.

Usually, internal rivals end up trying to outdo each other, when what we really want is both sides reaching greatness and cheering each other on. I used to think it wasn’t doable when I was a young leader.

One side wins, one side loses. That’s a rivalry.

But over time, I’ve seen that the best leaders figure out ways for healthy rivalries, getting everyone to back each other up and celebrate together. It’s about plenty – there’s enough success for all of us. As you succeed, and your co-workers succeed, that success lifts us all.

I first saw this in college sports. A coach taught us to push each other as rivals in practice when it helps us be our best. But when it’s game time, we stick together to reach our goal of winning. It’s about the team.

So, leaders, when you’re setting up internal rivalries, keep in mind that concept of plenty and togetherness. It’s about me, until it’s about we. The leader’s got to show us where that line is.

Your Secrets Are Safe With HR

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I’m not big on secrets, but let’s chat about the lowdown that HR folks usually have. In the HR circle, there are always a few things we’re told to hush about.

These are the secrets that only we as HR pros have:

  1. Spotting folks in the office about to exit. Others might catch wind, but HR usually has the inside track on everyone’s moves.
  2. Knowing who’s moving up the ladder, and not necessarily because they earned it.
  3. Figuring out how much you’ll get in your next raise. Yep, we already know, but don’t slack off – we don’t want it looking pre-decided.
  4. Understanding why some departments get more resources than others. Sadly, we can’t spill the beans – it would mess things up!
  5. Getting a sneak peek at your annual bonus 6-12 months in advance. Budgets need planning, after all.
  6. Anticipating changes to your benefits 4-8 months before they kick in.
  7. Knowing who might go off the deep end at work. Can’t tell you for privacy reasons…

There are probably more secrets, but they’re not just HR-exclusive. Consider this: We might tweak our metrics, but guess what? Every other department does it too! In a corporate world driven by politics and metrics for resources, the numbers won’t always be squeaky clean. What makes HR unique is our stash of substantial secrets and the duty to keep them locked up. One common pitfall for new HR folks is sharing these secrets to make friends – it usually backfires.

So, yes, HR’s got secrets – you knew it, and I’m just confirming. Let’s keep moving, though, because I’m not spilling the beans on the details!

Can someone make a Recruiting Degree happen?

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Ever wondered why colleges don’t offer a degree in recruiting? With plenty of human resources programs around, it’s always surprised me that there’s no focus on recruiting and talent acquisition.

Typically, folks in recruiting come from programs like Communications, Business Administration/Marketing, Liberal Arts (not known for job prospects), Sports Management, or Human Resources. These degrees open doors to a field where newbie recruiters can earn $40,000 to $50,000 in their first year, and the top ones make six figures.

Imagine a Bachelor’s degree in Recruiting, with classes designed to prepare students for the real deal.

Timmy’s Proposed Bachelor’s in Recruiting Classes:

  1. Recruiting 101 – History of Recruiting
  2. Recruiting 102 – Recruiting Processes and Procedures
  3. Recruiting 103 – Recruiting Communication and Marketing
  4. Recruiting 104 – Sourcing
  5. Recruiting 105 – Negotiation, Offers, and Recruiting Finance
  6. Recruiting 106 – 100 Ways to Connect with People – #1 is the Phone!
  7. Recruiting 107 – Writing Job Descriptions like a Marketer
  8. Recruiting 201 – Employment Branding
  9. Recruiting 202 – Candidate Experience
  10. Recruiting 203 – Recruiting Technology
  11. Recruiting 204 – Advanced Sourcing
  12. Recruiting 205 – Specialty Recruitment
  13. Recruiting 206 – Recruiting Analytics
  14. Recruiting 207 – The Law & Candidates
  15. Recruiting 301 – Senior Project – solving real-life recruiting problems in real-world companies

So, if colleges had a Recruiting degree, would employers hire those grads? Definitely. Employers would dig hiring folks with targeted recruiting skills.

What do you think? Any other cool ones you’d throw in? I think the potential for creating practical content in a Recruiting degree is huge.

4 Habits of Successful Recruiters

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In recruiting, success can come down to some simple daily habits. After hiring hundreds of recruiters, I’ve seen what works. Let’s break down the four simple habits that I’ve identified as key factors in making successful recruiters stand out.

  1. Daily Motivation: Successful recruiters stay self-motivated. No doubt about it. They set small goals, like closing a client or job order, to keep themselves on track. Whether it’s meeting specific activity numbers or focusing on a larger goal, daily motivation is key.
  2. Own Up to Mistakes: The best recruiters take responsibility for their work. If something goes wrong, they don’t pass the blame like a hot potato. If an interview is a no-show, they learn from it and make adjustments for the future.
  3. Step Up to Challenges: When critical positions open up, successful recruiters step forward. They embrace challenges and are comfortable working under pressure. They not only excel in their tasks but also contribute ideas for organizational improvement.
  4. Maintain Daily Focus: Successful recruiters stay focused on their daily tasks. Despite the distractions in recruiting, they don’t let the noise disrupt their plans. They concentrate on their goals and persist until they achieve them.

HR and Recruiting both have the same main daily issue we face, we turn ourselves into firefighters.  We run from made up emergency to made up emergency.  It feeds our need to feel like we accomplished something today and became a savior. The most successful recruiters are no different.  They get the opportunity to be fire fighters, just like we all do, but they make a conscience decision not to allow themselves to slide down the pole. How can you make yourself more successful today? And what factors did I miss? Let me know in the comments!

A Common Sense Crisis

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In today’s world, the most precious asset is… common sense. Que “my precious” by Gollum. It’s become a rarity, dwindling away from our grasp. But I want to hold on to it so bad!

Society seems to have lost its ability to acknowledge perspectives beyond our own. Instead of embracing a variety of views, we’ve become one-way thinkers—where there’s only right or wrong, each person interpreting their own truth. It’s a messed-up reality that’s causing a lot of trouble and fights in our lives.

The breakdown in our ability to exercise common sense has led us to this. We’ve forsaken the middle ground, fixating on extreme ends. Rather than striving to understand various viewpoints, we’ve adopted an alarming stance: “I’m right, you’re wrong, end of story.”

Deep down, we recognize this flaw. How? By dismissing anyone who disagrees with us. It’s far simpler to cling to our existing beliefs than to step into the shoes of another.

This challenge isn’t fixed to a specific year or time. It’s not about 2020 or 2024—it’s about our collective inability to embrace common sense. The thing is, the extremes of a spectrum don’t show what’s right or wrong. The real answer is in the middle, where different views come together.

When hiring, I’m no longer fixated solely on a specific skill set or educational or experience. People who still hold onto common sense are what I’m looking for. It’s not just a passing trend—it’s crucial in a world where balance is lacking. It seems common sense is not so common!