Category Archives: Employment Brand

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.

Job Titles That Are Killing Me!

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Has anyone thought about applying for a role like “Jr. Human Resource Manager”? Probably not, because let’s face it, job titles like that don’t exactly scream excitement or career advancement. Whoever decided to add “Jr.” to any job title ever – you’re killing me! Talk about taking the easy way out!

I hate spending 3 seconds on job titles, because job titles just scream, “Personnel Department”, but I have to take a few minutes to help out some of my HR brothers and sisters. Recently, I came across a classic job title mistake when someone had posted an opening and then broadcasted it out to the world for a, wait for it, “Jr. Industrial Engineer”. I almost cried.

Seriously! Did someone really sit down and think, “Yes, there’s a budding Industrial Engineer out there dreaming of being a ‘Jr. Industrial Engineer’?” It’s baffling. Some might argue, “But we use ‘Jr.’ to distinguish our less experienced engineers from the seniors.” However, I challenge you this: why not title it as a “Lesser Paid Industrial Engineer”? You’d attract the same caliber of candidates!

The solution is simple (yet often resisted). Establish a single pay band for all levels of Industrial Engineers, ranging from $38K to $100K, and compensate individuals based on their experience and qualifications within that band.

Why the resistance, you ask? Well, your senior compensation manager probably knows deep down that implementing such a system would lead to all your Industrial Engineers—juniors, mid-level, and seniors—earning $100K within two years!

And let’s not even get started on those numeric titles like “Accountant I, Accountant II,” which imply some grand career progression. Do you really think an Accountant is out there thinking, “Someday, I’ll be an Accountant III”? Also – what if someone doesn’t know roman numerals?

If only organizations like SHRM could intervene and educate HR professionals on effective job titling. Imagine SHRM representatives visiting workplaces and ceremoniously cutting up your HR certifications like expired credit cards if you used these job titles—it would be a game-changer!

Outdated job titles make companies look like relics from the 1970s-era Personnel Department.

But seriously, if you hear of any openings for Senior Associate HR Manager IV roles, I’m all ears!

Driving Change

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What is the worst buying experience you’ve ever had?  For many, it’s buying a car.

Whether it’s brand-new or a used one, the process often sucks. It kicks off with the salesperson, who accompanies you on a test drive, bombarding you with small talk because (duh) they can’t trust you to drive alone, when all you want is to assess the car in peace. Then comes the excruciating negotiation dance between you, the salesperson, and their “sales manager,” dragging on for what feels like an eternity. And either way you feel like you’re getting a raw deal. It’s all set up to benefit the dealerships, not the buyers.

Recruiting can feel the same way for companies and job seekers. It’s uncomfortable, with both sides holding back information, or not asking certain questions. In the end, one side usually feels like they’ve won, while the other feels like they’ve missed out.

So, how can we change this?

It’s a tough question. If there were an easy answer, the car industry would’ve figured it out already. The problem is a lack of trust. Companies assume buyers don’t understand their need to turn a profit, so they play games with pricing. Similarly, recruiting tends to focus too much on skills and not enough on cultural fit. This leaves both parties unsatisfied in the long run.

Recruiting should transition from a one-sided sales pitch to a matchmaking service. Contrary to popular belief, I’m not just seeking the best talent—I’m after the best talent that aligns with our culture and can seamlessly integrate into our existing team. These may not always be one and the same. Yet, traditional recruiting focuses predominantly on skill matches. The hiring manager needs a Java Developer, so recruiting delivers one—but if there’s no cultural fit, both parties end up unhappy. The issue lies in the time-consuming and subjective nature of this approach, which gives HR departments palpitations.

While I don’t have a solution, I can’t wonder how recruiting might evolve if it took notes from Match.com rather than traditional job boards. Imagine a world where compatibility and cultural fit are most valued, where recruiting isn’t just about filling a position but forging meaningful connections between individuals and organizations. Give me Tinder For Recruiting, I don’t ask for much!

Ditching the Generics

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You might say you’re only hiring ‘top talent’, but you’re probably settling for generics. It’s like choosing between store-brand and name-brand meds – sure, generics might seem like a good deal, but do they really measure up?

Here’s how you can tell.  Ask yourself why you hired one of your recent hires.  If it was because they had the skills to do the job, a nice personality, and didn’t smell funny, you hired a generic.  If you hired them because they can do the job and you can specifically say why they fit your culture, you hired a brand name!

There lies the problem, you have a generic employment brand. It doesn’t have to be generic. You made it generic because it sounded safe and professional. Because it sounded like every other boring brand you have heard or seen. “Timmy, you don’t get it, we aren’t Google or McDonalds”.  Thank God. No one likes that crappy food and Google probably hires worse than you.

At my company, we keep it real. We’re all about being down-to-earth, welcoming families and pets into the office, and valuing hard work over clock-watching. Yeah, we swear in meetings. We’re not afraid to take risks, and we value building strong client relationships. And yes, we’re pretty loyal to our alma mater, but that’s just part of what makes us unique.

We don’t settle for generics; we look for people who fit our brand. Those who don’t, well, they don’t stick around for long. Because generics and brands just don’t mix. Brands build strong cultures; generics leave people feeling disconnected.

So, it’s time to ditch the generics and start building a team that’s as unique as your brand. Because when it comes to talent, being generic just won’t cut it.

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?

Are All Employment Brands the Same?

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I’ve always thought that 9 out of 10 employment brands are basically clones. If you asked candidates to tell the difference between them, they’d probably draw a blank.

Employment Brand #1 claims to hire top talent, treat employees well, value diversity, have a fun work vibe, and actually listen to staff.

Now, Employment Brand #2? They do the same as #1 but their logo is blue!

Then comes Employment Brand #3, doing the same as #1 and #2, but adding the twist of exclusively hiring top-tier talent.

And, of course, Employment Brand #4 follows the pattern but sweetens the deal with pay-for-performance.

Everyone’s saying, “We’re just like them, but better because we say so!” So, what makes some brands stand out from all the spam? The only answer that clicked with my limited marketing brain is a genuinely transformative leadership vision.

Sure, any company can offer more money, better perks, and all that jazz. But having a clear, inspiring, and unshakeable vision is a rare gem. Think Elon Musk, Steve Jobs, Henry Ford, Oprah Winfrey – leaders with a vision that stands out and makes employees follow without question.

If a transformative vision is the only thing that sets organizations apart, and the rest of us are pretty much the same, what’s the real message to candidates? Are we just serving up more spam? If so, is employment branding just a waste?

We’re living in an Instagram world, where good design and a smart media strategy are seen as ‘better’ – even if they don’t make you a better employer. Let’s not kid ourselves; we all play the game. And that’s okay, as long as you’re not playing without that transformative vision.

It’s even cool if you truly believe your company is great! Because, let’s be real, belief is what makes employers stand out. It’s the basis of a transformative vision.

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

Are you chasing shadows?

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Ever heard of the “decline effect”? It’s this quirky psychological phenomenon where the more you try to improve something, the more it starts to decline. That’s what’s happening with Employee Engagement. You can always blame the economy or limited options for employees, but that’s not the full story. There’s a deeper reason behind the decline.

Let’s talk about the obsession with Employee Engagement in the last decade. HR departments went all-in, focusing solely on boosting engagement. We measured and implemented programs. We celebrated the uptick in scores. But then, despite our relentless efforts to push those scores higher, they started dropping again. Blaming managers, employees, or vendors didn’t solve it either.

It’s like buying a house. The first one was perfect. Then came the bigger houses with more space, more to handle, and more problems. Happiness didn’t grow with the size.

We’ve thrown everything into making employees happy—new perks, freebies, and fixes. But there’s a limit. Employees were engaged before this frenzy. Seeking more doesn’t always lead to better results; sometimes, it leads to worse outcomes.

Employee Engagement isn’t about more—it’s about balance. Don’t fall into the trap of endlessly chasing more. It’s a dead-end road that gives you less and less over time. Find a sustainable approach to engagement that doesn’t exhaust your efforts.