Category Archives: Employee Engagement

Want to Love Your Job? Have Double The Fun

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Baseball legend Ernie Banks had a famous saying: “Let’s play two!” Whenever there was a doubleheader coming up, he’d say, “It’s a great day for baseball, let’s play two!”

That kind of excitement can apply to anything we do in life. It’s all about the attitude, right? How often do you think about something you need to do and your first thought is, “Let’s do it twice!”?

“Awesome, a file audit—let’s go for round two!”
“Teeth cleaning? Sure, let’s make it a double!”
“Mowing the lawn? You bet, I’m doing it again!”

For most people, probably never! But this is a great way to tell if you really enjoy what you’re doing.

Instead of asking, “Do I want to do this twice?” ask yourself, “Would I be happy doing this twice?” If the answer is yes, then you know you’re doing something you love.

I enjoy recruiting, but do I want to recruit for the same job twice? Well, that depends. If I’m hiring for the same role because we lost a candidate, that’s not the best feeling. But if it’s because we need someone for a new position, then yeah, bring it on!

It all comes down to how you approach your work. Ernie Banks loved baseball so much he couldn’t wait to “play two.” And sure, baseball is a game, but we’ve all seen people turn something they love into a career and still enjoy it—while others might end up feeling burnt out. The job might be the same, but how they feel about it can make a big difference.

At the end of the day, the gap between someone who’s great at their job and someone who struggles often comes down to their attitude. Loving what you do and having a positive outlook can turn any task into something you’d happily do more than once.

The Need For Proof

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As an experienced HR pro and leader, I’ve seen a troubling pattern in workplaces: we often wait for solid proof before addressing problems, even when it’s clear something is wrong.

Malcolm Gladwell said it best: “Sometimes ‘proof’ is just another word for letting people suffer.”

Think about that.

We often know something isn’t right, but without concrete evidence, we hesitate to act. This hesitation means people continue to suffer because we don’t have undeniable proof.

HR pros and leaders are trained to rely on proof to minimize risk. This cautious approach can lead to inaction, even when we know someone is being wronged.

Here’s my challenge to you:

Stop hiding behind the need for proof. Your employees are suffering, and using the lack of evidence as an excuse is wrong.

Yes, acting without proof can be risky. Yes, it might backfire. But we have a responsibility to help those who are suffering, even if it means taking a risk.

I’m willing to get fired for doing what’s right. I can’t stay in a job where people suffer because I can’t ‘prove’ something. Think about these examples:

  • Hundreds of athletes were abused by a doctor because there was no proof.
  • A hiring manager’s racism goes unchecked due to lack of proof.
  • A co-worker harasses another employee, but there’s no proof.
  • The CEO’s misogynistic behavior is ignored because there’s no proof.

“Sometimes ‘proof’ is just another word for letting people suffer…”

Look around your organization. Who is suffering today, and what can you do about it?

Please! Help me turnaround our employment brand!

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In HR and talent management discussions, I feel like I get asked two main questions:

  1. Which ATS do you recommend?
  2. How can we turn around our bad employment brand?

Let’s save the first question for another blog. Now, addressing the second question—it’s not always easy, but it’s definitely doable with some effort.

The first step is figuring out why your employer reputation is suffering. Sometimes, it’s a complex issue; other times, it’s more straightforward. For example, if your reputation took a hit due to how you treated employees in the past, rebuilding trust will take time. On the other hand, if it’s because of a recent negative news story, you can recover more quickly. I guess depending on the facts of that news story, though…

Start by pinpointing the root cause of your employer reputation challenges.

While some issues might be obvious, conducting employee surveys can provide helpful insights. I recommend alumni surveys among employees who left voluntarily—they often give constructive feedback.

The second important step is getting your entire leadership team on board.

HR efforts alone won’t be enough if leadership isn’t aligned. It’s not just about the CEO; all leaders need to acknowledge the problem and commit to fixing it. Once leadership is on the same page, the path forward becomes clearer.

The third crucial step is making your current employees believe that real change is happening.

Consistent communication is key. When employees see meaningful changes internally, they’re more likely to speak positively about your company externally. Consider identifying and rewarding employees who truly believe in the changes for referrals—this can drive positive change from within.

Lastly, work on changing the external perception of your company.

Don’t focus on external marketing before addressing internal issues. Fixing internal problems first will significantly strengthen your external branding efforts.

Remember, the initial steps require the most effort. Getting everyone in leadership to agree can be tough, especially if the root cause is ineffective leadership. There’s no quick fix for a damaged employer reputation. External marketing alone won’t solve it—it’s like putting a band-aid on a deeper issue.

Improving Diversity in Your Engineering Team

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Struggling to diversify your technical hires? You’re not alone if most of these hires are men, but by now you probably know the value of having diverse teams. So, how can you attract and keep more female and minority engineers? It’s tough, but doable!

Many of our clients quietly express interest in hiring female or minority engineers. Some HR folks worry about appearing discriminatory, but actively seeking diversity is not only smart but legal too. Look at Etsy – they boosted female engineering hires by 500%. It’s not about the numbers alone; it’s about meaningful change. Etsy revamped their interview process to be fairer to women, resulting in more female engineers joining them.

Here are three practical steps you can take:

  1. Publicly Commit to Diversity: Don’t keep it a secret. Let everyone know you’re actively seeking to hire women and minorities – add it to your marketing, careers page, all of the above. Transparency matters.
  2. Maintain Standards: Don’t lower the bar for just diversity’s sake. Stick to your hiring standards while actively seeking diverse talent. They’re out there!
  3. Involve Female Leaders in Hiring: Representation counts. Have female leaders lead the hiring process for engineering roles. They can bring valuable insights and help attract top female talent.

Remember, fostering diversity takes time and effort. Start small, but start now. Your engineering team’s future depends on it!

What is a Passive Candidate anyway?

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Every hiring manager wants passive candidates – to stumble on those hidden talents just waiting to be discovered. But what exactly defines a passive candidate today? Let’s break it down without the frilly stuff.

Traditionally, passive candidates were those who were not actively seeking jobs. But what does “actively searching” really mean? It used to include only the unemployed, those in irrelevant jobs, or on the verge of being fired. But that’s too narrow in today’s reality.

Recruiters often boast about finding “passive” candidates like they’ve hit the jackpot. But let’s be real. Take Timmy, for example. He seems passive, but he’s quietly applying for jobs while stuck in a dead-end job. Anyone with an online profile is fair game – they may not hunt for jobs daily, but they’re definitely open to offers.

So, here’s an updated definition:

“A Passive Candidate is someone found through various channels, not actively seeking your job.”

A passive candidate isn’t someone you found who hasn’t happened to think about applying to your job, yet. They actually might be the most active candidate on the planet, who you just happen to run into. Think of candidates buried in your database or referrals from employees.

We know a truly passive candidate when we speak to one. They’re a bit nervous. A bit surprised. A bit flattered. You can tell they’re not used to talking to recruiters and feel guilty talking to you. This is the person you’re hiring managers are asking for when they say they want a passive candidate.

This isn’t to say passive candidates are better. That’s an entire other post, but let’s not act like we are providing passive candidates when we aren’t.

Soft Feedback Isn’t Cutting It

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Today, it’s rare to get honest feedback. Most people just want praise instead of hearing what they need to improve on.

The thing is, folks struggle with criticism unless they’re expecting it. And not many have the guts to handle it well. So, instead of giving real feedback, we often sugarcoat things to avoid hurting feelings.

Here’s an example:

Soft Feedback: “You’re doing well, but it’d be nice if you could push that project forward.”

Honest Feedback: “You’re good at what you’re told to do, but I need someone who can take charge of projects without constant supervision. I’m here to help you grow, but I need more initiative from you. Can you step up?”

Both say the same thing, but the honest one gives clearer direction. Sadly, we rarely give this kind of feedback because we’re scared of upsetting people.

So, how do we fix this?

It starts with hiring. Candidates need to know we value honest communication and expect them to take feedback well. Those who handle it during interviews are more likely to thrive in a culture that values growth over ego.

For existing employees, leaders need to lead by example. They should show they’re open to feedback themselves and train others to give it constructively.

Coaching and mentorship programs can also help. They give employees support and examples to help them embrace feedback for personal growth.

Sure, it takes time and effort. But companies that prioritize honest feedback build a culture of trust and growth. Employees see the value in open communication, making the company stand out as a place where people can truly grow.

High-Maintenance Who?

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Ever wished there was a way to spot high-maintenance behavior during job interviews?

We 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. These are the really hard-to-handle ones because they know they’re divas and hide it long enough to make your life difficult.

So, what’s the best approach when you find yourself dealing with one?

Managing these individuals has been a recurring challenge in my HR career. They have a knack for causing trouble and thrive on being the center of attention. The key lies in redirecting their focus from their personal needs to what the organization requires. But how do you go about doing that?

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.

These employees are skilled at playing you against their manager. It’s essential to prevent this from happening. Collaborating closely with the hiring manager to create a unified approach is vital. When they attempt to stir up trouble, it’s important to intervene immediately: “Let’s bring in your supervisor so we can sort this out together.” Despite their objections regarding confidentiality, emphasize the importance of clarity and alignment among all parties.

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.

Say Goodbye to the Employee Handbook Snooze Fest

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Updating an employee handbook is like doing your taxes – it’s a necessary chore that nobody looks forward to. But it doesn’t have to be that way.

There’s two types of companies when it comes to these handbooks:

Option #1 – We’ve had the same employee handbook since the beginning of time. It’s written on stone tablets.

Option #2 – We rewrite our employee handbook each year because it’s the most important document on the planet.

The problem is both options usually end up writing an employee handbook that reads like a welcome packet to prison. If you forced candidates to read your employee handbook before actually accepting a position with your company 99% would decline your offer!

Your handbook can be more than just a boring document; it can be engaging and reflective of your company’s culture. Here are some tips to make your handbook more appealing to people like me:

  1. Tell a Story: Instead of listing rules and regulations, try to tell a story. People are more likely to read through something if it’s presented in a narrative format. Work with someone in your organization who has a knack for storytelling to craft a more engaging handbook.
  2. Explain the ‘Why’: Many rules in handbooks seem arbitrary. To make them more understandable, explain the reasoning behind them. Even if the rule itself remains unchanged, transparency helps employees understand its purpose.
  3. Add Visuals: To make your handbook more visually appealing, bring in a graphic designer to add some color and simple illustrations. This can help break up the text and make it easier to read.
  4. Communicate Your Culture: Your real culture. Don’t have a funny and engaging handbook when you have a buttoned-up culture, it sends a mixed message. Also, don’t write this boring legal document of a handbook if you have “No Pants Wednesdays” in your office. It doesn’t fit your culture!

Does anyone have a good employee handbook story? What’s the longest handbook you’ve seen?

The Truth About Reference Checks

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When I started in Talent Acquisition and HR, I was sold on the idea that checking references was the key to snagging top-notch hires. The whole “past performance predicts future performance” spiel is practically carved in stone tablets right?

But around 100 reference checks into my HR career, I stopped believing it. Either I was a hiring genius (mostly true), or the reference check thing was a massive hoax.

Reference checks are the perfect scam. And not just any scam, but a scam that everyone is in on. Everyone knows the set up: The candidate wants the job, so they want to make sure they provide good references. The candidate provides three references that will tell HR the candidate walks on water. HR accepts them and actually goes through the process of calling these three perfect references.

Let’s face it: When was the last time a company passed on a hire based on a reference check? Most draw a blank; we hire based on references every single time. Is that a solid system? If you’re struggling for an answer or it’s always ‘never,’ maybe it’s time to rethink the whole reference check circus.

  1. Get Your Own References: Ditch the usual references candidates throw at you. In interviews, get the names of their old bosses. Give them a call – you might get some real talk even if official references are a no-go.
  2. Go Automated: Use fancy tech for reference checks that doesn’t make references feel forced into singing praises. It spills the beans on a candidate’s work style without giving away the game.
  3. Fact-Check with Tech: Google, Facebook, LinkedIn – they’re not just for stalking. Use them to fact-check a candidate’s story. With over half of people stretching the truth on their resumes, tech is your truth serum.

Smart HR folks should question a system that gives the green light to almost everyone. Catching less than 0.1% of fakers isn’t a sign of quality; it’s just lazy.

Break the mold, try new things, and maybe your company will see you as the one who can pull off walking on water.

What are your tips for checking references?

It Takes a Village

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In the hiring game, going solo just doesn’t cut it. It’s like raising a kid – you need a village. This village isn’t just HR and TA; it’s the whole organization.

Dealing with clients who think we can do it all on our own is a challenge. Even if we’re an outsider, we still need input from TA, HR, and the hiring manager to know what makes their company tick and why a candidate would want to join.

And guess what? The same goes for in-house hiring.

For me, it starts with the hiring manager and the team needing a new member. Sure, TA does a lot, but the big cheese in hiring is the one making the final call.

Some top-notch hiring managers stand out by doing a few basic things:

  1. Making it crystal clear what they need in a candidate.
  2. Getting all the info out there pronto, even redoing job descriptions on the spot.
  3. Jumping into the candidate search, getting the team involved until the job is filled.
  4. Making hiring a top priority in their schedule.
  5. Setting up a simple communication plan to stay in the loop without the drama.

If more leaders did these simple things, hiring would be a breeze. Too often, though, we’re told to hire alone – just fill the position and stop complaining. Usually, it’s from leaders who are as clueless as us about how to make it work, so they vent their frustration this way.

Give them these steps, and suddenly, they become team players. Define the roles, and things start moving smoother for everyone.

Don’t let yourself get stuck hiring solo. Your gig is to lead a team effort. TA’s main job? Keep things on track and make sure everyone knows their part.