Category Archives: Hiring

I’m Hiring! Are you sure you want to work for me?

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Okay, I’m adding a Recruiter to my team.  At hru-tech.com, we do mostly engineering and IT contract recruiting, some direct placement recruiting and some project RPO work for clients around the country.

I would put my team up against anyone.  They’re that good, and most are homegrown!  That’s right, the majority of our staff came in entry level and we smacked off that new car smell like an old bag of Taco Bell that’s been sitting in your back seat for three weeks in the summer.

I started looking around and getting the word out a couple days ago.  You would think it would be easy.  I don’t really ask for a lot, but I sure know it when I ‘hear’ it!   Recruiting is a pretty good gig.  It’s transferable. I’ve worked in 5 different states, 4 different industries and my recruiting skills I can take with me anywhere.  It’s the one thing I can guarantee you if you come work for me. You’ll always be able to find a job and make money.  Every economy needs good recruiters.

The pay is way better than your normal crappy sales jobs selling cell phones or renting cars to people that bring in their phone bill and a report card. The hours are pretty good. No weekends. A few nights here and there.  You get to interact with a great group of people. The latest and greatest recruiting tools.

What’s crazy to me is how hard it is to find people who want to do this job, and that can be good at it!  I like for people to have a four-year degree.  The actual degree isn’t as important, as the process of gaining that degree.  I find those who worked their way through college, tend to be better recruiters.  Bartenders might be the best previous job if I was forced to pick one. Any kind of job that had you on the phone talking to people would be second.

There’s also a need for people who don’t freak out when they are held accountable for results.  That eliminates most people who want to work in government or big companies.  My recruiters don’t sit around and wait to get paid.  So, self-motivation is important, as long as it’s targeted in the right direction.

Work-life balance is really important to me.  Hold on, let me define work-life balance.  Work-life balance is when you do enough work that I pay you so you can have things and do things you want to do.  It’s not you doing whatever you want at any time you feel.  That’s not balance.  Balance means equal both ways, work and life.

We aren’t saving the world.  For some people that’s really important.  We do find people some really, really good jobs.  Some people find that cool and rewarding.

I care about you as a person, and I want to see you be wildly successful.  I’ll treat you like family. The family that you actually like, not the ones you try to forget about.

The position is in Lansing, MI. No, you can’t work remote or virtual or on a boat, unless the boat is in the parking lot of our building, then you can work on a boat.

So, if you’re interested send me a note – sackett.tim@hru-tech.com.  

If you are interested, and I don’t think you’re a fit, I will actually tell you why I don’t think you’re fit.  Some people like that. Some people think they’ll like that.  Some people don’t like that at all!

The Crappy Job Badge of Honor

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As some of you may have realized from recent posts (Wanted: People Who Aren’t Stupid), I’ve been interviewing candidates recently for the position of Technical Recruiter working for my company HRU. I love interviewing because each time I interview I think I’ve discovered a better way to do it, or something new I should be looking for, and this most recent round of interviews is no different.  Like most HR/Talent Pros I’m always interested in quality work/co-op/internship experience – let’s face it, it’s been drilled into us – past performance/actions will predict future performance/actions.  So, we tend to get excited over seeing a candidate that has experience from a great company or competitor – we’re intrigued to know how the other side lives and our inquisitive nature begs us to dig in.

What I’ve found over the past 20 years of interviewing is that while I love talking to people that worked at really great companies – I hire more people that have worked at really bad companies.  You see, while you learn some really good stuff working for great companies – I think people actually learn more working for really crappy companies!  Working at a really great companies gives you an opportunity to work in “Utopia” – you get to see how things are suppose to work, how people are suppose to work together, how it a perfect world it all fits together.  The reality is – we don’t work Utopia (at least the majority of us) we work in organizations that are less than perfect, and some of us actually work in down right horrible companies. Those who work in horrible companies and survive – tend to better hires – they have battle scars and street smarts.

So, why everyone wants to get out of really bad companies (and I don’t blame them) there is actually a few things you learn from those experiences:

1. Leadership isn’t a necessity to run a profitable company. I’ve seen some very profitable companies that had really bad leadership – people always think they’ll leave those companies and they’ll fail – they don’t.  Conversely, I’ve worked for some companies that had great people leaders and failed.

2. Great people sometimes work a really crappy companies.  Don’t equate crappy company with crappy talent.  Sometimes you can find some real gems in the dump.

3. Hard work is relative.  I find people who work at really bad companies, tend to appreciate hard work better than those who work a really great companies with great balance.  If all you’ve every known is long hours and management that doesn’t care you have a family – seeing the other side gives you an appreciation that is immeasurable.

4. Not having the resources to do the job, doesn’t mean you can’t do the job. Working for a crappy company in a crappy job tends to make you more creative – because you probably won’t have what you need to do the job properly, so you find ways.

5. Long lasting peer relationships come through adversity.  You can make life-long work friends at a crappy job – who you’ll keep in contact and be able to leverage as you move on in your careers.  And here’s what each of you will think about the other: “That person can work in the shit!”  “That person is tough and get’s things done” “That person is someone I want on my team, when I get to build a team”

We all know the bad companies in our industries and markets.  Don’t discount candidates who have spent time with those companies – we were all at some point needing a job – a first experience, a shot at a promotion or more money, etc. and took a shot at a company we thought we could change or make a difference.  I love people who worked for bad companies, in bad jobs with bad management – because they wear it like a badge of honor!

Recruiters! Conferences Don’t Care About You!

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I’m down at ERE’s Fall Conference in Chicago this week.  It’s a conference designed for Talent Acquistion leaders (FYI – they don’t like to be called ‘Recruiters’).  It’s really cool the folks at ERE do a great job putting together great content and work to push the role of Talent Acquisition forward in organizations around the world.

HR Tech also does a great job for HR folks looking for HR Tech.  So does Sourcecon, for people wanting to be better sourcers.  So does TLNT’s Transform for HR leaders. Heck, even SHRM National has some great content.

Besides ERE, though, where does a TA leader or Recruiter go to keep up on their industry. To get better. To challenge and measure themselves and their organizations to get better?  No where, that’s where.

ERE does a fall and spring national conference.  If you don’t have the budget for a national conference, usually $1-2,000 to attend, plus travel which usually doubles the cost, you’re screwed when it comes to getting really good recruiting content.

SHRM has both local and state opportunities for HR Pros to get further development and expand their knowledge base.  Do you have a local recruiting organization or a state recruiting organization that will offer this to you?  Most likely No, unless you live in D.C. (RecruitDC) or Minnesota (Hello Paul!).

It’s crazy when you really stop and think about it.  Almost no where are we really leveraging the minds and the dollars to bring these people together at a state or local level.

I’m in Michigan.  I know right now I could put two days of content together, leverage some awesome Recruiting talent from around the world to come in and speak, and get 250-500 Recruiting/Talent Acquisition Pros from Michigan to attend at $400-500 each.  That’s anywhere from $100-250K just in conference fees, not including probably another $100-200K in sponsors. So, some company isn’t interested in $400-500K!?

Southeast Michigan is begging for technical talent. Organizations would spend the money to spend their TA teams to something like this.  All across the country many areas are hurting for talent and willing to invest (a little) to get their recruiting teams better.  But, most are not willing to have those same teams travel across the country at the price tag of $3,000 each for the same content.

Build it and they will come…just don’t build it too far away!

I see this work on the HR front.  Monthly local SHRM meetings will get 50-100 participants at $50 per meeting for lunch and one hour of content! State conferences give you a day and half of content for $500-750, and most of that is vendors trying to sell you crap.

It just seems insane to me that someone who actually does conference planning for living can’t figure out how to leverage the largest 25 metro areas and put together a calendar of ‘local’ level recruiting conferences.

Like I said, ERE does a good job nationally, their just leaving about 90% of the money that is available out there locally on the table.

Job Descriptions are Just Commercials for Jobs

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Only Employment Lawyers and HR Pros from 1990 believe that Job Descriptions are important legal-type documents that are still needed in 2014.   Most companies have given up on job descriptions (JDs).  At best you’ll find them, today, using ones from back in 1990 when people thought writing JDs was an important part of human resources.  You’ll still find a few HR Tech vendors around trying to make you believe this is an important skill to have.

Our reality, though, is that JDs are really just a marketing tool to get you interested in a position and company. Nothing more, nothing less.

If this is true, 99% of companies are failing at JDs in a major way!

The other 1% are using titles like “Ninja Developer” and think they’ve gotten it solved.  The problem we all share is that we haven’t let marketing just take this part of our business over. It’s a legacy thing.  Somehow we believe only people in HR can write job descriptions.  It’s that ‘legal’ thing again.  We need to make sure we put “EOE” on the bottom, and you know you can’t trust marketing to do that!

Last week a Facebook group I’m in shared the following employment branding commercial:

I know, this isn’t a job description, but do you really think the JDs at Kixeye look like your JDs?  No, they don’t!

I know. I know. Your company can’t do something like this.  You’re probably right.  But you can do something that is more like you. More authentic.  More real. More, well, you.

That’s the problem with your JDs.  They aren’t you.  In fact, I would argue they aren’t anyone!

Your JDs, most JDs, are just a boring list of job requirements, that may not actually be required, and skills needed to do the job, that may not actually be needed to do the job.  Job descriptions have turned into those things most companies are embarrassed to even show you.  Weekly, I have conversations with companies that will either say they don’t have a job description, or the job description is old and updated, or just flat out ask me to help right them a new one!

It’s time HR gave up the job description business and handed it over to marketing where it belongs.

 

Chipotle’s Sweatshop!

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Last week the Chipotle location in State College, PA (home of Penn State University) posted this sign on the door:

“Borderline sweatshop conditions”.

Have you ever gone into a Chipotle restaurant?  You pretty much see most of the kitchen.  There is a little prep area hidden from view, and it looks much like everything else you can see.  Stainless steel, well lighted, air conditioning and ventilation. Chipotle’s food safety is right on par with most major chains, they take it very seriously, the worst thing that can happen to a chain is the bad publicity of a food related illness.

“Borderline sweatshop conditions”.

The hours of this specific location are from 11am to 10pm, Monday through Sunday.  Workers probably get in around 10am, or so, to prep. A manager might have to be in earlier for deliveries and such.  My guess is they’re out each night around 11pm.  Each location will have 3 to 4 managers to cover those hours.  There are two times per day that a Chipotle restaurant is busy, 11:30am to around 1:30pm, and 6pm to around 8pm.  It can be very busy and hectic during those ‘rush’ eating times.

“Borderline sweatshop conditions”.

I would love to send these former Chipotle workers to a real sweatshop.  To a place where they weren’t getting paid $10 plus per hour with free meals, training, safety equipment and potential to move up. To a place where they actually didn’t have the choice to lock up millions of dollars in facilities, equipment and food, and just walk away for the day.  To a place that was actually a sweatshop.

This is why ISIS hates us.

The Inclusion Reality

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Black, white, gay, straight, Christian, Muslim, Furry, Jock…

We went to the same school.

We vote for the same politicians.

We both loved Breaking Bad and our burritos with pinto beans instead of black beans.

Equals hired.

Hired doesn’t equal the most skills, it equals the most connections made with those interviewing you.

Unless you know you’re hiring people who, specifically, think different than you, inclusion is a mirage.

Would You Sell Your Backup Candidates?

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Here’s the staffing game has taught me over the past 20 years.

1. Great candidates get hired.

2. The difference between a great candidate and a very good candidate is one hiring managers gut feeling (usually).

3. The very good candidate that didn’t get hired, is someone elses great candidate.

This means that many of you are just sitting on another organizations great candidate!  This means you’re sitting on something very valuable to someone else.  Something that others would probably pay for.

Question:

Would you be willing to pay to have access to Google’s ATS?

Yes.  Yes you would.  More than you pay for LinkedIn Recruiter, I’d gamble!

This begs the question: would you be willing to sell your backup candidates?  The ones you didn’t hire, but would have if your first choice didn’t accept.

So, what if your organization, your talent acquisition department, decided to start calling up other organizations that you know of who had similar needs and say, “Hey, we got what you want!”   Do you think you could turn your corporate in-house talent acquisition department into a money maker?  Yes. Yes, you could.  Will you?  No.

It really wouldn’t take much.  Within your staffing process you add a little disclaimer, you know the ones nobody reads, which gives you freedom to ‘sell’ the contact information to those submitting for your jobs to other companies who are also looking for similar talent.  From there you establish some relationships with other companies.  Negotiate a price.  Sign some simple agreements. When communicating with your backups about not getting the position, you pass along some good news. While they didn’t get the job they applied for, you have another position, with another company they might have interest in.

Bam!  You’re printing money.

Very little extra effort, and almost no extra resources needed.  Your talent acquisition department just turned into a profit center.

No organization would do this because they believe it will ‘hurt’ or ‘damage’ their employment brand.  “Tim! If candidates knew we were going to sell their information to other companies, they wouldn’t apply to our jobs!”  Or, maybe they would because they actually want to work for you!  If that’s your process, what option do they have? Plus, all your doing is potentially giving them more options.  How many people do you know that don’t want more options?

While no one is doing this publicly, I’ll tell you it is happening privately.  I’ve been approached by corporate talent acquisition pros who are willing to ‘sell’ me access to their database for a fee.  I pay them.  They deliver to me candidates who applied to their positions that they never wanted to begin with, or couldn’t use.  I haven’t ever did this for the simple fact that each time I was approached, the person was doing this behind the organizations back, with them wanting the check made out directly to them, personally.  That’s shady.

But, if a company was willing to do it all above board as a paid service…I can’t tell you I would be in!

Prospective Employee Camp

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In athletic recruitment there are these things called ‘Prospect’ camps.  Depending on who you talk to these are either just coaching staff supplemental income, or serious recruitment functions needed to get prospective student athletes on campus.

Whatever they are, they’re a little genius!

Here’s how the entire system works.  Usually an assistant coach emails your kid, who has a dream to play college athletics, that they are having a prospect camp and you’re invited to attend, for $150. Two things just happened: 1. Your kid just got an email from a college coach; 2. That coach insinuated that your kid is a ‘prospect’!  Either way, there’s a good chance you’ll bite and pay the $150.

A couple of things happen at these camps.  Coaches actually invite players they really do have interest in, and they invite anyone else who is willing to pay $150!  So, a hundred kids show up, two or three which have actual ability to play college athletics, and they go through drills and modified games.  You instantly know who has ability because the coaches spend time with those kids.  If your kid doesn’t have a coach talking to him or her, they don’t have ability.  It’s a real quick and easy way to set your own expectations.

These camps are a necessary evil of the function of recruitment.  While most parents don’t like them, they all pay the money and have their kids attend.

These prospect camps got me to thinking if we in HR could do this in our organizations.   Could we charge $150 to have potential employees come in and check us out, while we check them out?  We run them through some tests, show them our facilities, make them compete against others in their same job function, spend time with our employees.  At the end of the day, we offer a couple of them jobs.

Could it work?  Maybe not for the average organization, but what about Google or Apple or some other big organization that has thousands wanting jobs with their company?  I think it could work.  The one issue we face is the expectation.  “Well, I paid $150 what do I get for this?!”

We would have to deliver $150 worth of ‘value’ in these Prospective Employee Camps.  I think that is probably the easy part.  Think interview skills, resume skills, leadership skills, some hardcore job function skills based on what they actually do.  It’s part self-development, and part dating game.  People pay millions of dollars per to sites to find their perfect romantic match, with most failing to do so.

Prospective Employee Camps might just be a way for your organization to set itself a part from all the noise, and get candidates to come in that truly interested in (I’m willing to pay to be here, truly) and want to be a part of your organization.  I know, crazy idea, but when you see it work in one area it just begs to be tried in another!

 

My Pet Died. Should I tell the interviewer?

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Last week I did an entire post on ‘excuses’ candidates give when missing or cancelling interviews, check it out here.  Then I get a question sent to me from a reader, who was getting ready to leave for an interview, that very day, and had their pet die.  Her question to me, “should I tell the interviewers, when I arrive, that my pet just died?”

That’s karma.  As soon as you make fun of something, the world has a way of pointing out this stuff really happens!

Here’s what I know. I have had a pet die as an adult.  It crushed me.  I cried like a baby. No, like a b_a_b_y!!  The hardest cry I can ever remember having in my life.  The old veterinarian that helped me out actually had to sit down with me and put his arm around me like he was my Dad.  I’m thankful he did that.

I can’t even imagine going to an interview after that just happened.  I would have been a mess.

So, what was my advice?

I would have told them my pet died.  I’ve interviewed thousands of people in my career.  Almost all of those folks actually wanted the job they were interviewing for, and wanted to put their best foot forward.  Every once in a while I had an interviewee come in and you could tell something was not right.  Sometimes they would tell you (sick kid I was up all night, just lost someone close to me, etc.) and give you context to why they were off their game. Many times they wouldn’t, and it didn’t go well, you could tell they were distracted and usually that ends with not moving forward.

You see, while most people don’t think HR is at all ‘human’, I am.  I get you’re going to have really crappy stuff happen to you in your life, and how you deal with it probably tells me as much about how you’ll perform in a job than any other single thing.  One thing we rarely get to see is how a candidate truly handles stress. Real stress!  So, having someone come in and show me that it really sucks, but life moves on and I really want this job, shows me they can handle stuff.

I think you need to be careful with this, though, because you can easily turn this into a huge negative. Let me give you two examples:

1. Pet dies in your arms an hour before you interview.  Almost everyone would say that’s traumatic and very stressful.  You coming to the interview and soldiering through will get you positive interview points.

2. Your sister lost her job an hour before you interview.  Potentially shocking news and you feel awful.  Bringing something like this up would make me question your resolve!  It’s a job, it’s your sister, that isn’t really traumatic.

Do you see the difference?  You gain positive points for being able to handle something universally considered horrible.  You get negative points if you can’t handle everyday stresses.   The problem is too many people considered ‘everyday stresses’ as horrible stresses, and no one is going to tell them differently.  I see this interviews all the time.

So, feel free to share major life stresses in interviews if you know they come across as real honest major stresses, and you feel confident you can show those you’re interviewing with that you can handle it and move on.  If you’re worried because your kid had a running nose before you left and you share that, you’re probably not getting asked back for a second interview.

It’s Too Long

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Wait for it…

“That’s what she said!”

I saved you the trouble.

Being too long is a major problem in the world today.  People aren’t willing to wait, primarily because they don’t have to.  Baseball can’t attract a young audience because the kids don’t want to sit around for three hours, at a minimum, to find out the outcome of the game.  Soccer is exploding in the U.S. because it’s 90 minutes and they don’t even stop the clock when someone is injured!  No commercial breaks, except for a short halftime period.

People won’t read a 700 page book, they want 300.  No one wants to watch a three hour movie, make it two.  Why do we have to have an hour meeting, make it thirty minutes.

Being too long is not a weakness you want to have in todays world.  Being too long is now a sign that you probably don’t really know what you’re doing.  If you can’t be short and concise, you’re looked at as ‘old fashion’.

That’s what your candidates are thinking of your selection process.  You try and tell yourself, and your leadership, that we ‘take our time’ because we want to ‘make the right decision’. But your competition is making those same decisions in half the time.  You’re old fashion. You’re broken.  You’re taking too long.

Moving fast used to be considered reckless.  Older generations would tell us to ‘slow down’.  Measure twice, cut once.  But, what if I made a process where measuring once was all that was needed, and I could eliminate the second measure?  Wouldn’t that be better?

The legacy of the recession in Talent Acquisition is this, you had less to do, so you filled that time trying to add value.  There is a tipping point to adding value.  You extending the length of your selection process at a point no longer adds value.  You’re taking too long to make hiring decisions.  I know this because I’m constantly hearing stories of candidates you want, accepting offers from other companies before you’re ready to make an offer.

You’re taking too long.