Category Archives: Employment Brand

Have Some Fun With Your Employment Brand

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Have you seen the newest commercial from Kmart?

For a national brand – this is very funny!

Can you imagine what it would be like to be in Kmart’s HR shop right now?!  If your marketing department is willing to get this far out of the box, as an HR shop you have some wiggle room to do some cool stuff as well!

Let’s think about what employment brand taglines Kmart could start using:

– “Kmart – It Doesn’t Suck To Work Here!”  (A takeoff from the line from the movie Rain Man)

– “Kmart – Cool Gas Jobs!”

– “Kmart – Jobs So Good You’ll Ship Your Pants!” (Kmart’s other commercial – “Ship My Pants“)

If I running Kmart’s HR Shop I’m calling our marketing department tomorrow and telling them I want new employment branding right now – that mirrors our current marketing strategy.  People love to work for companies willing to make fun of themselves.  It shows a uniqueness to your culture that most organizations don’t have, or aren’t willing to show.   Kmart has been down for so long it can’t hurt – which is another key to doing something daring with your brand – if you’re so far down it won’t matter – give it a try!

BTW – if you see Kmart start using one of three ideas above, please let me know – I’m up for a Big Gas Commission!

 

 

The #1 Cause of Bad Hires

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A while back I interviewed a lady that would make a great recruiter. She was high energy, great on the phone, could source and an HR degree.  She applied for the job we had open for a recruiter and 100% positive she would have accepted the position, if I would have offered it.  I didn’t.  She wasn’t a ‘fit’.  The job she truly wanted, her ‘dream’ job, was in straight HR, not recruiting.  She was willing to recruit – she really didn’t want to recruit.  We walked away from a terrific candidate.  Poor job fit is the #1 reason most people fail at a job.

Organizations spend so much time and resources ensuring they’re hiring the right skills, but most totally fail when it comes to organization and job fit.  Don’t get me wrong, it’s not easy to determine organizational fit.  Sure you can design an assessment, do peer interviewing, etc. But it always seems like a moving target, and it is.  Job fit also has multiple components:

1. The job you have open.

2. The company culture.

3. The job the candidate actually wants to do.

4. The job the candidate is willing to do and how good of an actor they are to prove to you that is the real job they want.

5. Your inability to see your perception of the candidate and their perception of themselves doesn’t align.

How many of you have ‘Poor Job Fit’ as a reason for termination on your exit interview form?  My guess is almost none.  Most managers and HR pros will list things like: performance, personality conflict, attitude, low skill set, personal reasons, schedule, etc.  We don’t want to use something like “Poor Job Fit” because what that says is “We suck at our jobs!”  The reality is – probably 75% of your terminations are because of poor job fit.  You hired someone with the skills you wanted, but the job you have doesn’t use or need most of those skills.  The job you have doesn’t meet the expectation you sold to the candidate.  The job you have isn’t really the job the person wants.

Most organizations would be farther off to hire by fit, than by skills.  True statement.  HR pros hate to hear that – because it discounts a lot of what we do.  Job fit is the key to retention – not skills.  Find someone who wants to be a recruiter – and they probably be a decent recruiter.  Find someone with great skills who doesn’t want to be a recruiter – and they’ll be a terrible recruiter.  In almost every occupation where you don’t need professional certifications (doctor, lawyer, CPA, etc.) this holds true.  I know a great Accountant who never went to accounting school – better than anyone I’ve met you graduated from accounting school.  Some of the best teachers – never went to college to become a teacher – but they love teaching.

Do one thing for me the next time you interview a candidate for a job – ask them this one question:

“If you could have any job, in any location, what job would you select?  Why?” 

There answer doesn’t have to be the job they’re interviewing for to be the ‘right’ answer.  Their answer should be in line with what you’re asking them to do – or you’re going to have a bad fit – and either you will eventually be terminating them, or they will eventually be resigning.

The Frequent Flyer Candidates

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In the staffing game we have a group of folks we call “Frequent Flyers”.  Those of you who are in Talent Acquisition know these folks well.  Your ‘frequent flyers’ are those candidates who seem to stop by all the time – maybe not physically, but they keep cropping up.  Frequent Flyers are those candidates who you know by name.  “Oh, Charlie, is he still around?!”  It’s the candidates that no matter how many times you’ve had an opening – they just keep applying, just keep trying to get in with your organization, many times in positions they aren’t even qualified for.

Do you have some Frequent Flyers?

I know of companies who won’t even post positions because their frequent flyers are so aggressive in applying for the position that TA doesn’t even want to deal with it.  They would rather not let anyone know they have an opening, than to deal with their frequent flyers!  My company has actually worked positions for clients because they would rather pay me a headhunting fee than to deal with their frequent flyers.

So, how do you get rid of a frequent flyer?

I’ll give you three options:

1. Hire Them!   No, really.  At some point you have to think to yourself – “Holy smokes if my current employees only wanted to work here that much we would be in really good shape!”  But your frequent flyers have issues, that’s why you haven’t hired them.  One way I’ve found successful is to give a frequent flyer a list of things to accomplish before I’ll hire them.  Two things usually happen: 95% of the time, after giving them your list, you’ll never hear from them again; 5% of the time they’ll actually do it and make a better than average employee!

2. Brutal Honesty.  I don’t mean ‘brutal HR honesty’, I mean brutal to the point you don’t feel good about yourself honesty.  This is tough, but it’s better than dealing with a frequent flyer that you never plan on hiring.

3. Find them a job.  Sometimes it’s easier to find a frequent flyer a job with another company in town, than it is to deal with them.  Get their resume or application and float it out to HR folks around your area – you might get lucky and they’ll start stalking someone else!

What’s your best Frequent Flyer story?

 

2013 Grads – Here’s some advice from HR

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It’s that time of year when college and universities around the world will release onto us the great minds of the 2013 graduate class.  This always makes me think of the popular advice – Wear Sunscreen:

While this advice might be from 1999 – it still rings true today – but like everything else in the world this can be added to and expanded.  Here are my additions to the advice above for the 2013 grads from an HR Pro – listen up:

– Don’t buy into the fact that a paper resume is no longer needed.  Most people who are making hiring decisions are old – they like paper to hold onto while they asked you pointless questions that will tell them nothing about what you can do as an entry level candidate, it makes them feel comfortable.  White paper and black ink – don’t get creative – old people don’t like creative.

– Have a story when interviewing.  In almost every single interview process you’ll get a moment to tell your story.  People will hire your story, not your skills – because you don’t have any skills, but you might have a story.

– Over dress for your interview.  While you might feel out of place to their business casual, it shows people that you care about your appearance and that you’re trying to get this job.  They’ll laugh about you after, but they also appreciate the effort.  Don’t wear your Dad’s suit – that’s tacky – unless your Dad has extraordinary taste and wears your size.

– Don’t go to work if you’re not ready to go to work.  You can be young and poor only once in your life.  Then you get older.  Being older and poor, sucks.  Being young and poor is like being in college without classes.

– Big companies are cool for your resume, but do very little to teach you anything about running a business.  A small company will let you do more than you should.  Both experiences are valuable – don’t think one is more important than the other.  Too many new grads think big firm experience is key to success and crap on smaller companies – those people miss out and what it really takes to be an executive in the future.

–  If someone at your first job offers you a chance to get together after work as friends (drinks, softball, coffee, movie, etc.), do it – unless they’re creepy.  Having strong work relationships will move you forward in your career faster than your skills will.

–  Learn how to drink in moderation.  You’re not in college anymore and when you drink with work associates you need to be able to have a drink or two and be good.  Don’t become the office story about what not to do.  If you do by chance do this – find another job – you will never outlive this story.

– Don’t be the weird person in your office.  How do you know if you’re the weird person?  Do others invite you to lunch, or do you invite yourself?  Do people stop by your cube, or are you always stopping by everyone’s cube?  Corporate success depends on your ability to fit into the culture.  Companies like inclusion, as long as you fit into the ‘inclusion’ they’ve decided for their organization.

Good Luck 2013 Grads!

You Might Like Candidates With Hickeys

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I was sitting in my living room this past Mother’s Day watching the final moments of the PGA Player’s Championship which was won by Tiger Woods and thought to myself how much America loves stories about people who fall and get back up.  My teenage son was watching and cheering on Tiger, even though he is aware of Tigers many transgressions.  My wife, of course, refuses to cheer Tiger on and I look on with interest – as I’m sure many sports fans do.  My interest is to see how someone claws back to the top.  I not a Tiger hater or a Tiger lover – I consider myself an observer of a gigantic societal experiment.  How many people can one person offend, and then see how many he can win back – by winning.

I wonder if Tiger was not a Nike poster child and start athlete, if he was just your ordinary every day accountant, how we might treat him differently?  If Tiger, the CPA, came into your office and you knew of his past behavior, would you ever give him a chance to work at your company?  My guess is, the majority of HR pros would say – “No!”   “We don’t want that ‘kind’ of person working in our company.”  “He made personal choices, and now he should pay for them professionally.”

These are the same HR pros that when a talented employees comes to them, whose performance has recently slipped, and tells the HR pro, “I’ve got a drinking problem” – that HR pros will go to great lengths to help that employee find help.  To get them back on the ‘right’ path, and welcome them back to their workforce with open arms.  “But, Tim, Tiger didn’t ask for help, he got caught!  There’s a difference!”  Yes, you are correct – one sought help, one got caught.  That seems to be the fine line to whether we will give people a second chance in our country.

Come forward and admit your sins – and all if forgiven.   Don’t come forward and get caught – and live for eternity paying for your sins.  Both sinned.  Maybe the person who got caught was one day way from finally realizing it was their time to come forward, maybe they were two days away, who knows.  Such unequal treatment to some very similar end results of behavior.

Think about that when you interview your next candidate who has a hickey on their resume.  Tiger was the best ‘talent’ in the entire world at his profession.  Did something horrible.  Now is again the best ‘talent’ in the entire world at his profession.  We are smarter about who he is now – a highly talented golfer with flaws as a man.  We don’t look at him as a ‘role model’ or a ‘hero’ – and we probably never should have.

I think a lot of companies are probably missing out and some great ‘talent’ – that only needs a second chance.  Eyes wide open.  That recovery addict might be your next most talented employee you’ve ever hired.  She might also be a total bust.  I can live with a total bust – I’ve hired busts before.  I have a hard time walking away from truly talented folks because they have a hickey!

 

Exclusively Inclusive

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The CEO of clothier Abercrombie and Fitch, Mike Jeffries, made some comments in an article that have set off women across the world!  Here are some of the comments from the original article in Salon (By the way – the article is from January 2006! – but were brought to light by a local CBS news show looking to get reaction from women):

“In every school there are the cool and popular kids, and then there are the not-so-cool kids,” he says. “Candidly, we go after the cool kids. We go after the attractive all-American kid with a great attitude and a lot of friends. A lot of people don’t belong [in our clothes], and they can’t belong. Are we exclusionary? Absolutely. Those companies that are in trouble are trying to target everybody: young, old, fat, skinny. But then you become totally vanilla. You don’t alienate anybody, but you don’t excite anybody, either.”

To keep this going Huffington Post Blogger, Sara Taney Humphreys, wrote an open letter to Jeffries last week on their website – A message to Abercrombie’s CEO from a former Fat Girl (remember this was response to an article from 7 years ago!):

“My first thought was… Is this for real? Am I reading an article in The Onion or something? No. Sadly, this quote was actually uttered by a supposedly educated and successful adult.

My second thought was… Does this guy have kids? By all accounts, the answer is no. Thank God. Can you imagine having this insensitive man as your father? Clearly, he doesn’t have children because if he did, I can’t fathom that he would do what he’s doing….Shame on you for perpetuating the bully on the playground mentality, in the online community and with our youth. The message you are sending is reprehensible and an appalling waste of an opportunity. You could have chosen to use your power and position to promote tolerance and love. Instead, you chose to promote and validate bullies. Your campaign is telling our young people that it’s perfectly acceptable to exclude someone because of the size of their body.”

Thousands of women responded to the comments the same way as Ms. Humphreys.  I’ll paraphrase the majority: “This guy is a jerk”, “He doesn’t get it”, “This is what’s wrong with America”.

I’ve never been able to wear A&F clothing – it’s not designed for me – short white guy, built like a fire hydrant.  I get it.   I wish I was a little bit taller, a bit skinner – but alas I’m comfortable with who I am and I’ve found stuff to wear.  I have 3 sons – not all of whom fit the body type of an A&F shopper – but they to have made it through life alright not wearing overpriced A&F stuff.  Because myself and my boys can’t fit into A&F clothing – I don’t think Mr. Jeffries is a monster.  I think he’s an opportunist, who saw a segment and filled it.  He wanted to attract a certain person to his establishment.  He did this knowing it might fail miserably – those cool kids with the skinny bodies – might have hated A&F clothes.  He took the risk of becoming exclusive and it paid off.  Capitalism.

Think about this example as an employment brand (and certainly A&F is an employment brand).  Do you want to be ‘Inclusive’ or ‘Exclusive’ in your Employment Brand?  I know the majority of you will say “Inclusive, of course!”  But a few will see the benefit of being ‘Exclusive’.  Being an exclusive employer will definitely shrink your candidate pool, but it will shrink your pool to your target market (Enterprise Rent-a-car goes after college athletes and has found great success in that pool).  If you like and have success with your target market – maybe an exclusive strategy is for you.  It’s too easy to say “Inclusion” is the answer to everything.  It’s not.

The Proactive Recruiting Myth

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If there is one thing that I hear more from hiring managers and executives, especially executives!, it is why can’t recruiting, as a function, be more proactive!  Both groups look at it like an economic lesson – supply and demand – like recruiting is an assembly line.  In ‘their’ world they have expected needs, and to meet those needs they will need product, so they schedule that much product to be produced and ready for delivery on the date needed.  Simple.  What is wrong with recruiting!? That’s what we want!

Simple.

Being proactive in recruiting and having a pipeline of candidates ready to go and start working isn’t simple.  You’re dealing with two parallel moving time lines – the candidates and the organizations need of that talent – it’s highly complex.  Whenever I hear about an organization that is ‘proactively’ recruiting it makes me smile – because they probably really aren’t proactively recruiting, they’re probably actually recruiting for needs they know they’ll have in the future – which is reactive, since they already know of the need.  Proactive recruiting is preparing for a need you don’t know of yet, but expect will happen.  Those are two different things.  One you have money for, one you don’t.

If you truly want your Recruiting department to do proactive recruiting, you have to be willing to ‘over-hire’ the amount of staff you actually need.  Some companies are actually willing to do this, and fund this.  But stop and think for a minute the message that sends to your organization.  You’re hiring replacements for people who haven’t left, so you’re assuming we are going to leave, crap I don’t want to be the person who gets let go, I better go out and find something!  You get people to think about leaving by being proactive.  ‘Proactive’ recruiting in this sense might actually cause higher turnover (I actually know this from experience when a highly successful organization I worked with thought this would be a brilliant idea – it wasn’t).

Now, some of you HR/Talent Pros reading this will say – but wait, what if your proactively recruiting for growth! Again – that’s not proactive, that’s reactive. If you know you’re growing, you would be hiring those folks for spots you plan on having in the future – this doesn’t cause your workforce to freak out and think they might be replaced – these people are being hired for growth.

The problem is very few HR/Talent Pros are willing to tell their hiring managers and executives the truth about Proactive Hiring.  We can do it – but – it will cost money and it might cause some folks to leave that we don’t want to leave!  Now, you can combat this – but that takes strong leaders willing to have great performance and developmental discussions with their team. There is a false assumptions by hiring managers and leaders that recruiting can somehow magically pipeline great talent for a long time.  Some organizations that a brand that can do this – but 97% don’t!  Google can pipeline candidates for months, years – folks are willing to wait in cue to get on board.  Walmart can’t. Nike can.  Bank of America can’t.

What can you do?  Share reality.  Explain why, what they want is difficult and costs a ton of money.  Then give them some other solutions, that are most cost effective.  Ways to lower turnover, ways to develop talent and ways to onboard talent faster. Also, start changing their vocabulary – Proactive – in their vernacular is the wrong word!

iTunes killed Recruiting

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There was an excellent article recently on how  iTunes singles have killed the music industry.  Buying singles hasn’t killed sales, though, in fact sales are actually up!  So, how has iTunes killed the music industry?

“When music sales reached their peak in 2000, Americans bought 943 million CD albums, and digital sales weren’t even a blip on the radar. By 2007, however, those inexpensive digital singles overtook CDs — by a wide margin — generating 819 million sales to just 500 million for the CD. Last year, there were 1.4 billion digital singles sold, dwarfing CD sales by a factor of 7. More than three-quarters of all music-related transactions were digital singles last year, according to the RIAA…

The popularity and ease of downloading cheap digital singles has transformed the industry. Not since the vinyl era has the single been this popular. The smaller, cheaper “45” record dominated music in the 1950s and ’60s, but the music industry wised up in the ’70s.Vinyl, cassette and CD singles were always cheaper for consumers, but manufacturing costs were not. Nor was the space required to house them in stores. Thus, the single became harder and harder to come by.”

In theory, we really ever never wanted an entire album/CD, for the majority of us there were always a few great songs that most listened to, but by having to buy the entire album the artist were able to work their craft. By getting music sold that wouldn’t sell if you’re just by singles, the artist is allowed to have some more freedoms to write and produce songs that might not otherwise get made, which down the road could end up being the start of something new.  Buying singles limits dare I say – diversity – of music.  The concept of only buying popular music singles is homogenizing the entire industry.  The music industry has completely changed in ten years since iTunes was launched.  Now the music industry focuses on producing hits – not music – assuming you don’t want to be one of those starving artist!

So, how has iTunes killed recruiting?

iTunes changed how we looked at something and made us want something different.  We use to want music and knew we had to ‘buy the entire package’ an artist would give us.  That included some great songs, average songs and probably some songs that were purely experiments.  iTunes is so popular many other industries try to copy the method of their success.  This philosophy spreads – “I don’t want to buy what you want to sell me – I want to buy what I want!”  Like Burger King made so popular – “I want it my way!”

Hiring has somewhat become a victim of this, especially hiring managers.  I remember a time when we would interview candidates knowing they were going to have some ‘opportunities’ and we as an organization where going to have to bring them in, give them a big hug, and teach them what they didn’t know and make them valuable to us.  Now, most organizations want to hire like they buy iTunes. They only want superstars.  When you hire a person they should have no opportunities. They should all be hit songs!  This is ruining recruiting!  Because the fact of the matter is, no one is a superstar, and everyone of us has opportunities.  By having a philosophy that you ‘only hire superstars’ you’re setting your organization and the new hire up for major failure because in short-order you’re going to find out they actually do have opportunities.  You’re going to find out, they aren’t all hit songs!

 

 

 

 

Mailbag: How Can I Get My Employees To Refer More?

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From The Project mailbag –

“Tim –

My company is doing a ton of hiring and we are trying to get our employees to refer former co-workers, friends, family, etc.  We offer a great referral bonus.  We make it easy. Still we get little, if any, referrals – and usually it’s the same people who refer candidates.  What can we do to get our employees to refer more people?

-Jennifer, Talent Acquisition Director, Austin, TX”

I love this question, because I think 99.9% of Talent and HR Pros face this same dilemma at some point in their career.  We spend a ton of time and resources putting together a great referral program – then we get the same results we got from the old referral program!  It’s frustrating. It makes us feel like our employees don’t care about the company. It makes us feel like we must not be doing something that we should.  You’re right! Well, somewhat right!

Here is my response to Jennifer:

“Jen – (It’s funny but I have a small pet peeve – if someone has a longer name with multiple syllables or one that seems formal – I like to call them by the shorter easier name. Sometimes people take offense to that. Like with ‘Jennifer’ – I like ‘Jen’ – with William – I like Will or Bill – Steven is Steve – James is Jim – you get the picture.  If you tell me “No, it’s James”, in my head I’m thinking “No, it’s asshole!” Anywho…back to Jen!)

Everything with your program is fine. Sure you can make tweaks and add technology, etc.  But basically referral programs don’t work because Talent Acquisition does two things wrong:

1. You’re asking the wrong question.  Almost every HR shop wants their employee to refer more candidates – and they will ask “Who do you know that is looking?”  The reply, almost 100% of the time – “No.”  Instead, ask this one question, then have your recruiters shut up and write down what they say: “Tell me the name of one of your previous co-workers from your last company.”  That’s it.  Each name is a referral.  You can tweak it for certain companies you want to pull from and focus the question to those current employees who came from those companies.  It works.   

2. You Don’t Ask Face-to-face.  Employees can blow off email easier than anything. Stop sending email and even calling them.  Get your lazy butt off your chair and have your recruiters sit down face-to-face when they ask this question. 

This change, to how you go about getting Employee Referrals, forces your recruiters to actually recruit – which is why 99% of companies don’t do this on the corporate side of Talent Acquisition!  If all you get is a name and a place of employment – your recruiters will have to Google a phone number and call into a company to speak to the person – they also might be able to find the person on social networks and track them down that way, but it’s faster to just call them at work.  People LOVE being called about a job opportunity!  It’s flattering. You found them – they don’t know how – they must be doing something right!  

Let me know how this works!

Tim”

I hope Jen tries this with her team, but I don’t hold out hope.  People say they want more of something – you tell them how to get it – and they reply with “Oh, I didn’t want to do that”.  Oh, so you were looking for magical unicorns to give you more referrals – my bad – yeah, those work to, magical unicorns are great for referrals!  What people really are saying is “How can I get more referrals without doing anything to get them?”  My answer to that question would be different from what I told Jen above – that answer is:  “Nothing”.

 

 

 

 

A Diversity Plan Even White People Can Live With!

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When was the last time you went to a crowded beach or park, or even went to an outdoor concert where you had to sit on the grass?  I can bet you did something – because everyone does this.  You set up a perimeter didn’t you? A what?! A perimeter. You put down your blanket, maybe an umbrella, some chairs, etc.  You made sure you carved out ‘your’ space, in a public space that is open to everyone.  Hell, let’s face it – if you would have had portable fencing you would have put that up as well.  Humans like to collect, build and attempt to keep all of it.  It’s why the Great Wall of China was built.  It’s why we have a silly fence up between the U.S. and Mexico.  It’s why you have a 6 foot high fence up around your 40 foot by 40 foot backyard in the suburbs.  You’re protecting ‘your’ space.

Diversity is about breaking down those walls, those barriers, so it stands to reason that those barriers that are being broken down are going to cause some folks to be uncomfortable.  In 99.9% of the cases in today’s work world – those folks are white people – and to slice it even further – white men.  Let me give you an example so we can discuss:

Let’s say you work in a company with 100 employees and 88% of those employees are white.  Now HR comes out and says “we value Diversity” (not sure who the ‘we’ is, but we’ll assume our white leadership team who live in the $750K homes and their kids go to schools with zero diversity), and we are going to do a bunch of ‘stuff’ to increase the diversity of our workforce.  Here’s what the 88% hear.  “You 88 white people aren’t good enough.  We need to get rid of some of you and bring in minorities because they can do it better.”  Which might be true.

Remember your blanket in the park?  Someone just sat their chair down in the middle of your white work forces blanket. That isn’t a good feeling.  (It’s uncomfortable for you to hear/read ‘white work force’ isn’t it? Most people who write about diversity/inclusion will use ‘majority’ and ‘minority’ because it puts it in less black and white terms – makes it easier to accept.)

Most organizations and HR shops struggle to do Diversity and Inclusion successfully in their organizations because they are unwilling to recognize this simple reality and address it.   Oh, believe me I hear you right now!  “Tim – diversity and inclusion isn’t about color – it’s about thoughts and ideas!” Then you my friend don’t get the reality of 90% of the organizations out there today.  For most it is still about faces – shouldn’t be – but it is.  To be successful – we have to move beyond that.  So, how do you do that?

There isn’t a perfect solution.  A silver bullet.  But I do know one way that has helped some organizations – but it might give you (HR and leadership) some answers that will be hard for to live with!  Data.  Data doesn’t lie.  It just gives you the truth.  If you ‘truly’ want better performance – through data, find the exact makeup of the highest performing groups and teams in your organization, industry, competitors, etc.  Here’s the catch – data might show you that your 100% all white guy sales team isn’t the most effective.  You might find that the makeup should be 90% 24 year old Asian females and 10% middle age Hispanic males.  You also might find that 100% white guy is the best.  Data will give you truth – most organizations don’t want the truth.  Most HR shops don’t want the truth.  They want to take your 88% white and turn it into 75% white because ‘feels’ better.

I’m not saying your white employees will like to hear that they are all getting let go so you can bring in your all female Asian team, but at least there is a reason based on data – not feelings.  HR and leadership have been sold a false premise that Diversity and Inclusion is good for all.  It makes you better.  And so we march forward like lemmings off a cliff, not questioning the truth.  The truth is – diversity and inclusion might be great for your organization.  The truth is – it also might be disastrous for your organization.  Do the research.  Stop reading USA Today articles.  Figure out what is actually best for your organization.  Don’t blindly follow anything, just because everyone else is doing it.  There is a ‘right’ answer out their for your organization, and you might be surprised at what that answer is.