Category Archives: Employee Experience

I’ve Always Been a Straight-Shooter

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Like most recruiting teams, we deal with our fair share of “Repeat Offenders” – those folks who just won’t quit when it comes to job contacting you. Maybe we’ve called them, interviewed them, or even hired them at some point. But now, they’re like persistent shadows – calling, emailing, hitting us up on LinkedIn, and even sending friend requests on Facebook. Stalker!

One of our recruiters said, “John Smith (a boring fake pseudonym, I know) won’t stop bugging me; he emails me his resume every single day!” We all know John Smith. He used to work for us at a client, and it didn’t end well. Now, he wants us to find him his next gig. But here’s the catch – it’s not about his skills; it’s his personality. He was a pain for the client and his co-workers, and frankly, he’s not the right fit for any job.

So, here’s the burning question: How do you get John Smith to back off? This is a situation every recruiter faces sooner or later.

Here’s my simple solution:

  1. Tell Them! Be honest. That’s it – no more steps.

    The problem with recruiters is that we’re scared to burn bridges. We worry about where the person might end up, who might hire them, and we don’t want to mess up our good rep. We’re all about the “Candidate Experience,” right? Well, that’s a load of nonsense. It’s just avoiding conflict. It’s better to give them that gift than let them walk around clueless. So, be straight up.

    Tell them exactly, very specifically, and calmly, with no ill intent: “I want to give you a gift. You might not see it as a gift right now, but I hope in time you’ll understand it to be a very valuable gift. I (don’t use ‘we’ or ‘us’ or ‘the company’ – you’re avoiding again by using those) – I think you have a significant personality flaw that comes across as annoying to me and, from the feedback I have received, to those you work with. If this does not change, I won’t be finding you any job in the future, and you’ll probably struggle to find one on your own as well.” OUCH! That hurt, right? But, read it again. Was there anything mean or untrue in the statement? If this person actually listens to the statement and acts on it, will they be better for it? You can change the reason for whatever issue the person might have – maybe it’s hygiene, maybe it’s a crazy laugh, who knows – but the basic message stays the same. You need to change, or I never want to speak to you again.

It’s tough for recruiters because we’re trained to be nice, but sometimes being nice means stringing people along. It’s rude not to tell them what’s wrong. Stop with the blow-off lines and start telling the truth. At the very least, you’ll free up time to talk to the candidates who actually matter.

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.

Reject Like a Pro

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Getting turned down for a job sucks, but how you handle it can impact how people see your company. A while ago, I applied for an executive gig, and 18 months later (emphasis on this), I got a snail mail rejection letter. No communication for 18 months – then a rejection. Now that’s a solid candidate experience, right!?

That experience got me thinking about the dos and don’ts of rejection letters. Here’s the lowdown:

Dos:

  1. Send signed letters to folks you talked to personally – phone calls, meetings, or internal referrals. And don’t wait 18 months.
  2. Write rejection letters that match your company vibe.
  3. If someone’s a definite no, shoot them the rejection letter. For maybes, keep them in the loop.
  4. Use the ATS for mass rejection emails when there’s been zero personal contact.

Don’ts:

  1. Don’t send a letter to everyone who applies. When someone applies, include a message in your recruitment process, letting them know that only those selected for interviews are considered part of the process. This means we’ll communicate directly with those individuals. Others, thanks for applying – please consider other positions that match your experience and background.
  2. Avoid saying someone else was more qualified – you can’t know for sure. Focus on the one who fits your current needs.
  3. Ditch the promise of keeping resumes for the future. Be straight – if they want another shot, tell them to reapply and maybe network a bit.

In the end, rejection letters should leave people thinking, “Okay, I applied once, and I’d do it again. Maybe even support or buy from this company.” It’s not easy, but doable.

For real feedback on your rejection game, give a few rejected candidates a call. They’re usually cool with sharing their thoughts on the process.

Why You Should Recruit from Competitors

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Is it cool to hire from your competitors? This usually gets mixed responses. If you ask 100 Talent Acquisition Pros, half might say it’s a no-go due to agreements not to poach from each other – a common practice in the corporate world.

Infamous legal dramas, like the Silicon Valley case, highlight the downsides of these secret pacts. Between 2005 and 2009, tech giants allegedly avoided recruiting each other’s people, causing lower wages and less job mobility. The lawsuit claims this left workers in the dark about better-paying opportunities.

Surprisingly, openly declaring an agreement not to recruit from competitors is not just ethically weird – it’s illegal. Yes, you heard that right. While it’s tempting to dodge the hiring treadmill in a competitive market, there are smarter ways to deal with it.

One approach is to invest in better pay, engagement, and talent development. DUH! Smart companies know it’s crucial to pay at or above market rates to keep their team happy. Instead of reacting to high turnover with higher wages, these companies stay ahead by regularly adjusting compensation to retain top talent.

Choosing between paying upfront or dealing with turnover costs is a classic business challenge. Reactive companies end up paying more on the back end due to turnover and higher wages. On the flip side, proactive organizations invest upfront in talent development, keeping a competitive edge by promoting from within and having visionary leaders.

I would actually love to see legislation that makes it illegal if you’re a corporate recruiter and you don’t make cold calls to recruit! You saying you’re a ‘Recruiter’ but you don’t recruit! That’s the real criminal activity going on!

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!

The Truth About Job Hopping

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Ever thought about whether job hopping is a wise career move? If you’re old-fashioned like me, you probably concluded it wasn’t. But hold on – playing devil’s advocate here! Let me remind you of a Fast Company article I shared a while back. It claims that job hopping can actually enhance learning, performance, and loyalty. Wait, what?! Do Talent Acquisition leaders worldwide really believe in this concept?

Let’s break it down.

According to the article, switching jobs every three years is key for developing quick job-getting skills and ensuring career stability. But not everyone agrees. (It’s me, hi, I’m the problem! It’s me!)

The truth is, that hiring managers often see job hoppers as a red flag. It might signal a lack of commitment or trouble sticking to a role. While some job hopping could be due to a bad company fit, relocation, etc, repeating the same pattern might make them question your decision-making.

Now, some of you might be thinking, “But Timmy, there’s more money in job hopping!” Well, let me not be the first to tell you, the grass isn’t always greener on the other side, right?

Looking back on my own experience, I hopped jobs early in my career, chasing an executive title. In hindsight, not my smartest move, maybe even my dumbest. Job hopping, as the article suggests, isn’t a one-size-fits-all solution.

Here’s the deal: Avoid job hopping. For every person that it helps, it will hurt ten others. Most hiring managers don’t like seeing a resume filled with short stints, raising doubts about your stability.

So, stuck in the job hopper cycle? How do you make it look better?

Bundle your projects under one consulting job, creating the illusion of a cohesive work history. Many IT folks are doing this as contingent workers, handling multiple projects under a single brand. It’s not perfect, but it makes your resume look better.

Job hopping isn’t the career move it’s made out to be. If your career feels stuck, make a change strategically. Most careers don’t stall in just 2-3 years.

Why Do Good Candidates Slip Away?

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Hiring can be a puzzle, and losing good candidates is something that happens more often than we’d like to admit. I once heard that a whopping 95% of hiring managers are curious about why good candidates bail during the hiring process.

Now, the big question is whether talent acquisition isn’t telling hiring managers why candidates bail, or if hiring managers just don’t believe the reasons they’re given.

When asked why a candidate left, most teams usually blame the candidate – they backed out, the job was too far, or they got another offer. But hiring managers often hear a different story from their connections. It could be the TA team dragging their feet on travel expenses or taking too long to schedule an interview. Or a candidate might have been left in the dark for weeks about the status of their application, leading them to accept another offer out of frustration with the lack of communication.

The reality is, many TA leaders shy away from finding out the real reasons because it might make them and their team look bad. It’s not a pleasant thing to deal with, but if you want to improve your hiring process, you’ve got to know why your candidates are actually leaving.

So, what’s the trick? Don’t have your recruiting team ask the question directly. You’ll probably end up with answers that make TA look good and blame others. Instead, get someone neutral or a third party to find out and spill the beans. It might not be pretty, but real leaders want the truth, even if it’s uncomfortable. Facing reality is the first step to making your hiring process better.

Keep at it!

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Back in the day, sales, marketing, and recruiting weren’t about fancy automation tools. It was all about your trusty ‘date book’ or relying on your memory to give Timmy from HRU a ring just to check-in.

Old-school sales meant one thing: keeping at it. Reminding folks that you’re still interested, still eager for their business. It was all about bagging that deal before someone else did.

CRMs? They’re good at their job, but sometimes, they miss the mark. I can easily brush off those automated CRM messages—I’ve been in that loop. But you know what I can’t ignore? The persistent lady who’s left me nine voicemails. The power of a nudge. That level of dedication deserves respect. I get how tough it is to make that many calls.

I’m all for tech—I’ve tried it all and automation sure makes life easier. But there’s an art to the old way of following up, keeping at it, a rhythm and persistence that’s hard to replicate.

Sure, you might get tired of “John” who calls every month, but guess who’ll come to mind when you’re in a bind? Not the newcomers who show up when you’ve made it big, but John who was there from the start. John who kept at it.

The downfall comes when companies forget the human touch in their CRM strategy. It’s not about choosing one or the other—it’s about blending both. So, next time you see a familiar number calling or delete an email without a read, remember the effort behind it. The humans are keeping at it, working hard to keep those connections alive!

The Change Code

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What’s the one thing that drives employees crazy? Adoption new technology? No. Not enough PTO? Probably, but no. The biggest thing? Change.

Seriously, it’s the top contender for the most disliked thing a company can do to its employees. I know, some claim they’re all about change—love it, embrace it, advocate for it. But let’s get real. Those folks who shout about embracing change? They’re the same ones devastated when their favorite TV show gets the boot. Truth is, most people hate change. They like things steady—the same morning coffee routine, knowing their familiar doctor is on their insurance plan, the predictable paycheck schedule. That’s their jam.

So, here’s the secret to keeping your employees around.

Your folks don’t secretly plot their escape route. Starting a new job, dealing with a new boss, different location? It’s a headache! They actually want to stick with you. But, and this is a big but, they don’t want their job or the company to become unbearable. That’s where the problem lies: Change is bound to happen, but it’s also what they can’t stand.

How do you navigate this without causing an uproar?

Simple: Communication is key. Many HR departments tend to blow small changes out of proportion by drowning everyone in unnecessary info. New payroll system? Cue the panic. Checks arrive on different Fridays now! The usual reaction? Form a committee, plaster posters, rewrite policies, and talk about it endlessly for months. But hold on.

What’s needed is straightforward talk. At all times. Hey team, our payroll’s getting an upgrade. Less errors, more savings for the company. Checks will come on different Fridays. Get ready, and if you need help, your supervisor’s there for you. Change kicks in the next pay cycle. Done!

Here’s the thing: People hate change. So, let’s not make a big fuss over small changes! Only communicate the big stuff. When major changes happen less often, it won’t feel like a constant whirlwind. Your employees WANT to stick around. They HATE change. Stop bombarding them with unnecessary upheaval just to look busy.

Employee retention? Not rocket science. Because, deep down, your employees would rather stay put.

The Unbeatable Top Email Subject Lines for Recruiting

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This holiday season, I’m stepping away from my usual writing to bring you some of the top-read posts from 2023. Enjoy!

What Email Subject Lines are Getting the Best Candidate Response?

Recruiters love to talk email subject lines! I think I could run my response data every month, and it would easily be my most-read post each month. It’s part of the secret sauce of talent acquisition, especially as ultra-low unemployment continues to make it very difficult for recruiters to get responses for candidates.

G*d Dammit, Tim! Just give us the secret magic subject lines so I can use them!

See? It’s like giving out that first hit for free! You give them a little taste, get them addicted, and now they can’t live without it. You start feeling itchy, so I’ve heard, and you can’t focus on anything but those free guaranteed-to-work subject lines!

Calm down. I got you, baby.

Try these on for size:

  1. “We need to talk” – Like any good subject line, this comes from a place of personal psychology. Usually, when you see this in a message, it’s not a positive thing. Most likely, you’re in trouble, or you’re getting broken up with. Which, like any good subject line, is why this is so good. This gets extremely high open rates because it triggers something personal in people.
  2. <Just Your Last Name> – It still works as well as any subject line I’ve tested over the years. I use this one more than any other subject line in my toolbox, and 60% of the time. It works every time! This works because no one does it, so the person does not view it as spam.
  3. <A question that speaks to someone’s expertise> – This works because most of us have this psychology of wanting to help others and show off all at the same time. “Hold my beer. I need to show this person how smart I am, and make myself feel good that I help others…” A good example of this might be something like: “Tim, Can you help me with a recruiting issue I’m having?”
  4. <Salary Data Subject Line, Personalized> – Why does someone change jobs? Nope. You’re mistaken. It has very little to do with their manager. It’s most likely someone else has shown them they can make more money by making this change. At least, that’s what all “the new” data is showing! “Software Engineers are getting 28% salary increases by making this change.” “A Technical Recruiter in the ATL is making $140K.”
  5. <Anything specifically personalized to the receiver> – If you take 13 seconds to look at the resume or profile of a person you’re emailing, you can get something personal from that information to use. School mascots for men work well because you’re gambling that person is a sports fan of the school they graduated from. Or maybe you saw a post they like some certain professional team. “Go Green!” because I’m a Michigan State fan would get me to open that email every time.

Honestly, most of these subject lines work simply because they just don’t suck. 90% of recruiters still use lame subject lines like “I’ve got a great opportunity I would like to discuss with you” <vomit face emoji>! Actually, the vomit-face emoji alone in your subject would be a great subject line to test!

Try these out and let me know how they work.

Also, if you’ve found one that works great, help a brother out and share it in the comments below!

Posted on  by Tim Sackett