Category Archives: Hiring

Sales Pitch Tuesday – Why Us?

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It’s really the only question I have to answer when I call on a potential client to try and get their staffing business.

Why should you work with HRU vs. the thousands of other choices you have?

It’s not a cost issue for 99% of the business development calls I make.  If a company has decided we need to engage a staffing firm – whether it’s for direct search or contract staffing – cost has very little to do with their final decision.  Everyone likes to get the ‘best’ price – but in staffing you’re talking about talent.  I’ve never met an HR executive or operational executive that wouldn’t in a heartbeat pay thousands of dollars more for a more talented candidate versus a candidate that fits the requirements but seems like a “B” level player.  Corporate HR/Talent Pros constantly get frustrated with staffing firms for doing this!  They tell us they want “X” candidate for $80K and we send over “X” candidate for $90K.  They say they aren’t interested. So, we send over a $80K candidate.  They interview $80K candidate.  They they call us and say “Can we interview $90K candidate?”  It happens constantly.  Don’t hate the staffing company, hate the game.

It’s not a talent issue, either.  What!?  It’s not.  The reality of staffing is that all companies have the exact same access to talent.  Some companies are just faster at uncovering that talent versus others.  In my 20 years of staffing – I’ve really seen very little difference in the quality of talent good staffing firms offer up to their clients (and remember, I’ve been on both sides of the fence on this – corporate and agency).  Don’t get me wrong – bad staffing firms do very little vetting of candidates and just flow paper to you.  Good staffing firms should be sending you fully vetted candidates.  I like to tell my recruiters – “We are the sure thing!”  When a company wants to interview or hire one of our candidates, the only thing they should hear is: “When would you like them to start?”

So, what is it?  It’s a relationship issue.  When I worked with a staffing firm, I needed to have trust in the people I was working with.  I didn’t care about their brand or their process.  I cared about how much do I trust this company is going to represent us as a company to the talent base that is out there.  Period.  Don’t get wrong – they better deliver great talent – but I’m assuming that is a given – if I decided to work with them!  Trust.  Part of that trust comes with full disclosure as well.  Most staffing companies hate this!  But I came from their world – I knew the game.  So, if you wanted to play with me – I wanted to know everything.  I was going to let you make money – but I wanted to know where it was being made.  That helps me sharpen up my internal process.  If a staffing firm really wanted to be a partner with me – then this wasn’t an issue.  I wanted to see them succeed, just as they wanted to see our organization succeed.  Most corporate HR/Talent Pros don’t have this mindset. They feel staffing firms are ‘out to get them’ and not a partner.  They need to cut those relationships.

It works both ways.  I stopped doing business with a really good paying client in 2012. Why? Because they were a pain to work with and didn’t get that this relationship should work for both parties.  I want to work with people I truly like.  People I would go on vacation with.  Right now – every single one of our clients at HRU – I would go on vacation with.  I would invite them to my house for dinner.  I would look forward to having a drink with after work.  That is why I love coming to work.  It’s not stressful on either side – the way it should be.  I understand their challenges and they understand my challenges and we can have ‘real’ conversations about each other – and provide feedback.

That is pretty rare in this industry.

Want to be apart of this?  Contact me: sackett.tim@hru-tech.com; call 517-908-3156 or tweet me @TimSackett – I look forward to the conversation! Also check out my staff – I’d definitely go on vacation with any of these good looking people!

 

 

 

 

 

You’re Uninvited

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I’m not terminating anyone ever again.

I can’t terminate anyone, because I don’t hire anyone.  I do invite people to join me.  Join me on this journey, on this path – it’s going to be a trip.  I invite them to be  apart of my family.  Not my ‘work’ family, but my actual family.  I spend more time with my co-workers than I do with my wife and children (in terms of waking hours).  So, when I invite someone to join us, it is not something I take lightly.

That’s why, from now on, I’m not terminating anyone.  From now on, I’m just uninviting them to continue being a part part of what we have going on.  Just like a party.  You were invited to attend, but you end up drinking too much and making a fool out of yourself, so now you’re uninvited – you can’t attend the next party.  I don’t know about you, but when I throw a party, I never (and I mean never) invite someone I can’t stand.  Sometimes couple have issues with this – where one spouse wants to invite his or her friend, but their spouse is a complete tool and it causes issues.  Not in my family – we only invite those people we want to be around – life is too short.

Here’s the deal.  When you invited someone into your family – you usually end up falling in love with them.  It’s that way in business – it’s the main reason we have such a hard time moving on bad performers.  We fall in love with those people we hire.  “Oh, Jenny, she’s such a nice person!”  But, Jenny, can’t tie her shoes and chew gum at the same time.  So, we give Jenny chances, too many chances, and pretty soon Jenny is part of the family.  It’s hard terminating part of the family.

I would rather just not invite Jenny to attend work any longer.  “Hey, Jenny, we love you, but look, we aren’t going to invite you to work.  We’ll still see you at 5pm over at the bar for drinks.”  Sounds so much easier, right!?  It happens all the time.  I use to get invited to stuff, but somewhere down the road the group stopped inviting me.  I might have been a little upset over it, but it didn’t last and I’m still friends with everyone.  Termination is so permanent – it’s like death.  Being uninvited sends the same message – but there’s a part of being uninvited that says “you know what – maybe it was you, maybe it was us – but let’s just face it – together it doesn’t work.”

You’re Uninvited.

HR Can Succeed By Doing Less

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You know Jim Collins – the ‘Good to Great’ guy?  He has another book to, it’s called How The Mighty Fall: And Why Some Companies Never Give In.  This isn’t a book review, or for that matter an endorsement of this book.  I will say, Jim brings up one very interesting concept in this book on why companies, organizations, departments, etc. – fail.  It’s something that we do constantly within HR, and most of us would never view it as something that would actually be hurting our organization.  We do too much!

This over-riding pursuit ‘to do more’ has some drastic consequences.

I will tell my HR brothers and sisters, if you never worked in a large HR/Talent shop – you might understand where I’m going with this.  That’s because small to medium sized HR shops usually are working their tails off just to keep their heads above water.  Large HR/Talent shops are a little like the game Monopoly. You’re either making yourself larger in some way or another, or you’re going through a ‘right-sizing’ so you can start over at making yourself larger again!  Within that mentality comes this ‘more’ cycle.

Most large HR shops don’t try to reduce their work because that goes against this empire building mindset.  They try and come up with more programs, more projects, more ways to measure, more ways to ensure an employee is engaged, more ways to check the checklist to ensure compliance, more ways to well, show that you’re doing more than the other guy/gal.  If you aren’t creating more, you’re aren’t valuable and showing your worth.  No one ever got promoted in HR for eliminating programs – the saying goes!

Here’s the other way to do HR that 90% of HR/Talent Pros don’t do:

1. Eliminate any HR program/project that doesn’t save employees time (not your HR department – but the time of the actual employee).  Remember that new Open Enrollment process you put in to eliminate all of that data entry by your department – but it now takes employees 25 minutes to sign up for benefits vs. 5 minutes – that 20 minutes times the number of employees just cost your company a ton of time – which means money in the real world.

2. Develop a talent management process that works for your hiring managers, not one that makes your feel good about yourself.  That 5 page annual review sure looks great – but it’s a pain in the ass of your hiring managers, and the reality is the employees aren’t getting in more feedback.  Stop that.

3. Stop designing processes around gaining 100% compliance and start designing processes so simple you’ll have 99% compliance (which is more than you should hope for).

Doing less HR is actually harder than doing more HR!  It seems like that should be the opposite, but it’s not.  Doing less means you have to really think strategically about what your function should be delivering and what it shouldn’t.  It means you move some things out of your department, that never should have been there in the first place, but “we’re in HR and we’re suppose to do whatever we can to help.”  No, you shouldn’t.  You’re in HR – you should deliver great HR that is simple and easy to understand.  For most HR/Talent Pros that I know – this concept of doing less goes against every bone in their body.  Great HR isn’t about doing more – it’s about doing the least amount possible to deliver the services that are needed for your organization to have great people.  That is really hard to do without adding more for people to do!

 

 

 

Want something better than InMail?

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Facebook announced it’s testing a new product last week.  What’s the product?  A version of paid messages within Facebook.  Think LinkedIn’s Inmail, but for Facebook and an additional 800,000,000 users and potential candidates! From the article:

“Today we’re starting a small experiment to test the usefulness of economic signals to determine relevance. This test will give a small number of people the option to pay to have a message routed to the Inbox rather than the Other folder of a recipient that they are not connected with.

Several commentators and researchers have noted that imposing a financial cost on the sender may be the most effective way to discourage unwanted messages and facilitate delivery of messages that are relevant and useful.

This test is designed to address situations where neither social nor algorithmic signals are sufficient. For example, if you want to send a message to someone you heard speak at an event but are not friends with, or if you want to message someone about a job opportunity, you can use this feature to reach their Inbox. For the receiver, this test allows them to hear from people who have an important message to send them.”

Oh, please, if there is a Facebook God, please pick me for this test!!!  You see, I’m a believer.  I fully believe Facebook is going to change the way we recruit talent in the future.  The way we network to find referrals, etc.  I’m also a believer that companies will pay Billion$ of dollars to have this ability.  I also, fully, believe that the majority of recruiting professionals out there will understand how to use this function appropriately.  Plus, having a financial consequence will ensure this won’t become spam central.

Let me give you an example.  I have a client right now looking for 2 Human Factors Engineers.  They are hard to find because individuals in these roles have fully employed and get multiple contacts per week with offers.  We’ve had success finding good ones – but eventually even the best networks start to dry up.  Facebook has an additional 500+, self identified HF engineers that I can find through friend search – but that I’m not connected to.  I can try to connect through a request, but they’ll say they don’t me – and Facebook will slap my hands and warn they are going to kick me off the network.  If Facebook said to me – Hey, Tim, for $1 per message, we’ll allow you to send a message to all 500 HF Engineers – I would sign that check right now – twice!   And these are just the ‘self-identified’ folks – Facebook has thousands more who have identified but not made it public.  I’ll pay for those as well! So will most companies.

Think this isn’t going to happen, eventually?  You’re wrong – this is a multi-billion dollar opportunity – every year.  You know what else?  It won’t have any impact to your Facebook experience.  While it sounds like a Spam nightmare – it won’t be.  First, these are directed ads for specific people, not everyone. So, Charlie working the friers at McDonald’s, calm down, I’m not sending you any messages.  Second, they cost money – so companies aren’t going to be sending millions of these messages – they can’t afford. This isn’t a shotgun strategy, this is a sniper rifle strategy.

Facebook – call me. We need to talk!

HR Can’t Forget Your Past

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What I’ve found in HR is that most great lessons are taught to you by the Spice Girls.

“If you want my future, forget my past”

So, I’m going to tell you what I want. What I really, really want.

I want you to understand this one little concept – HR has the memory of an elephant!  Seriously.  If you do something wrong, if you screw up once, don’t think your going to “work through it” and change their mind in the future.  It won’t happen.  HR loves to label employees.  Oh, Steve is our best sales guy – even though he hasn’t closed a deal in 3 years.  Mary is a drama queen – because she had drama 18 months ago, but nothing since.  Doesn’t matter – HR has you labeled!

So, what should you do?

If you screw up, if you already know you’ve been labeled, if you’ve been talked to more than once about a specific issue – you need to move on with your career to a new organization. Period.  Being talked to “more than” once is key.  You can live, organizationally, after being talked to once, because it might be forgotten.  Once you’re talked to twice, or more, it’s probably documented and thus you’ll have an organizational lifetime label (or OLL as we say in the business!).  O.L.L’s happen all the time.  Sleep with one subordinate, and now you’ll always be “that” creepy boss who sleeps with their employees.  Unless you marry that person – then you’ll be labeled positively as having ‘commitment’.  Unless, you then get divorced from that person because you slept with another employees – then you’re back to “creepy boss”.

It works that way on the positive side as well.  When I was working for Applebee’s we had a General Manager who had taken a ‘broken’ restaurant and turned it around to be a ‘star’ restaurant.  We actually moved this person to two other ‘broken’ restaurants to perform their ‘magic’, but they failed both times.  Still that person’s name was brought up every single time a ‘broken’ restaurant was brought up as needing someone to fix it.  What really happened was the first restaurant they fixed had more to do with the “team” that was put in place to fix that restaurant than that one person.  When that one person was put in other similar circumstances, with different teams, they failed.  Yet – the past followed this person around like they were Mr. Broken Restaurant Fixer.  You see – it works both ways – but with the same outcome – HR isn’t going to forget your past!

Here’s the real problem with this concept – you won’t find one HR person who will admit to it!  That’s why I say – if you really, really wanna zigazig ha – you need to move on.

The Secret to Happy Work

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We’ve all been sold a really harmful lie, by a lot of people.  That lie is:  To be truly happy at work, you must do what you love (or some variation of the same theme). It’s complete garbage that is usually told to you by – an ultra-rich people who can do anything they want, someone who really doesn’t have to earn a living because they have a spouse earning a living for them or someone who just flat out got lucky, right place-right time and does something they actually love.  I know, I know – “Tim, you create your own luck!” – said by the same idiot who’s wife is a brain surgeon and allows her deadbeat husband to be a “writer” at home.

Still most of us define our happiness like this:

Step 1 – Work really super hard.

Step 2 – Really super hard work will make you successful.

Step 3 – Being successful will make me happy.

I hate to break this to you – being successful will not make you happy.  It will allow you to buy a lot of stuff, you’ll probably have less money arguments and you might even feel good about your success, but if you’re not happy before all of that, there is a really good chance you won’t be happy after to gain success.

Let’s start with this concept:

Work Success ≠ Happiness

Have you ever met someone working a dead-end job, a just-not-going-anywhere type of job, but they are completely joyous?  I have.  I envy those people.  They do not define their happiness in life by the level of success they’ve obtained in their career. Their happiness is defined by a number of other things: are their basic needs met, do they enjoy the people they surround themselves with, do they have a positive outlook on life, etc.  These individuals do not allow the external world to impact their happiness.  Their happiness is derived from within.

In HR I’ve been forced to learn this, because I’ve had people try and sell me on that Engagement =’s Happiness – which is also a lie.  I’ve had incredibly engaged workers who are very unhappy people and very happy people who were not engaged.  I’ve found over time, I can do almost nothing to “make” someone be happier.  I’m an external factor to their life.  Don’t get me wrong – as a leader I can give praise and recognition, I can give merit and bonuses, etc. While that might have a short-term impact to ones happiness, it’s not truly lasting happiness that comes from within.

So, how can you help someone find their happiness?  I think we have to start realizing that you don’t have to ‘work’ at something you love, to have happiness at work.  Putting work into perspective of life is key. I like what I do a whole bunch – hell, I blog about it! But if I really thought about it, I don’t ‘love’ it.  I love my family.  I love floating on a lake on a warm summer day.  I love listening to my sons laugh in pure joy.  I find my happiness in many ways – only part of which I gain through my career. My secret to happy work is finding happiness in a number of aspects in my life.  That way if I’m having a bad day at work, or a bad day at home, I still have pockets of happiness I can adjust my focus to.

What is your secret to being happy at work?

How Not To Hire A D1 Football Coach in the BigTen

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For those College Football fans, last week was a bit crazy on the college football coaching carousel!  The one that really caught my eye was Bret Bielema, the University of Wisconsin coach, leaving to go to the University of Arkansas in the SEC.  First off, I hate the University of Wisconsin. Second off, I hate Bret Bielema.  Being a Michigan State University fan/donor – the University of Wisconsin has been a rather large pain in our backside the past few years!  So, it’s with respect (and hatred) that I bid the rather large jackass, Bret Bielema, adieu.   Here’s what is really great about this whole thing, though – the head coaching job at the University of Wisconsin (like most state colleges) is a state job – and with most ‘government’ jobs they have processes they need to follow when hiring. No. Matter. What.

Here’s the posting – from the University of Wisconsin career site! It’s awesomely bad HR!

Want the job?  Here’s what UW is looking for in their next coach:

– Bachelor’s degree required (I mean this isn’t Arkansas!)

– Minimum of 5 years of successful collegiate football coaching experience, preferred. (way to shoot for the moon!)

– Other qualifications include the ability to work cooperatively with diverse groups and administrators, faculty, staff and students. The successful applicant must be able develop and implement innovative approaches and solutions; work well independently and in teams; and be flexible in accepting new responsibilities. (Um, what!?)

– Anticipated start date: December 24, 2012 (Merry F’ing Christmas we need recruits – start calling!)

I really would love to sit down with the President and Athletic Director of the University of Wisconsin and find out if they ‘truly’ feel this is the job requirements for their Head Football Coach at UW! And, oh brother this is a BIG and, is this current ‘recruiting’ process meeting their needs!!!  I can only assume I already know this answer.

Want to apply:

Unless another application procedure has been specified above, please send resume and cover letter referring to Position Vacancy Listing #75429 to:

Holly Weber
1440 Monroe St.
Kellner Hall
Madison, WI

I’m sure Holly is a solid Talent Acquisition Pro and will do a proper job screening you before you meet with the Athletic Director.

Is it just me, or do you feel they might end up using a head hunting firm on this hire?!  To me, this is the exact reason HR/Recruiting get zero respect.  This job should not be posted on the career site next to the janitor opening. This hire will have millions of dollar impact to the funding of this school – stop treating it like it’s like every other hire – it’s not – and it makes you look like you have no idea what you’re doing.

Everything You Ever Needed To Know About Compensation

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Let me start by saying I don’t really understand Comp Pros.  Seems like a lot of spreadsheets, market analysis, internal analysis, 48-72 hours of waiting, followed by me getting approval to offer the candidate less than what they originally asked for, followed by the hiring manager sending a nasty email to their line executive, followed by me getting approval from said Comp Pro to offer what I wanted to originally, followed by the hiring manager believing I have no idea what I’m doing. But what do I know…

If I ever get the chance to run a Compensation Department (please G*d never let this happen) I would concentrate on only one thing: which positions drive the largest percentage of revenue in my organization.  Now that is much harder than you think.  First, I’m sure you’re organization is like mine in that ‘every’ position is important…wait, I have to stop laughing…and as such, we really need to look at the whole.  No, I wouldn’t do that in my made up Compensation Department – I only want to look at the important people.  It’s not that I’m getting rid of anyone – Comp doesn’t do that – we leave that to the Generalist!  My focus is finding out who is the most important in driving revenue (thus profit) in our organization.  I need to know this because I need to ensure we are leading the market in compensation plans for those specific skills.  Why? Because I want to go out and give my HR/Talent team all the ammunition they need to hunt down the best possible revenue driving team for my organization that has ever been assembled by man, beast or robot.

Bam! – that is all you need to know about Compensation.

“Oh, but Tim you’re so naive! We need to pay all of our people fairly to drive the best productivity. We need to ensure we don’t have internal pay equity issues. We have to have proper bonus plan designs and executive pay structures. We need…” Shut it!  You know what happens when you lead any industry in revenue?  All that crap tends to take care of itself.  You know what happens when you’re chasing revenue in an industry?  All that crap becomes issues.

Ok, so I make one giant assumption – I assume if my organization can drive revenue, that we can also drive profit – that isn’t always the case – but it will be in my organization because I know how to performance manage the morons out who don’t get these two need to be on parallel paths.  My compensation philosophy is simple – over pay the people who drive my revenue, and make sure I always have the best revenue driving talent in the game, at all times.  Pay everyone else at the market rate – I don’t need racehorses in those roles, I need plow-horses.  Most organizations don’t have the guts to do this and it’s why most organizations are always struggling around budget time to determine where to cut.  I don’t want to cut, I want to grow, I want to take over the world – or, well, at least lead my industry.

It’s hard, but it’s fair

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I heard this quote recently, it was used by an old football coach to his players:

“It’s hard, but it’s fair.”

He wasn’t the first to use this and probably won’t be the last – but the line stuck with me because of how I don’t think many people in today’s age really think this way.  Many want to talk about what’s fair, few want to discuss the ‘hard’ part.  The football coach’s son described the meaning of what he feels the phrase means:

“It’s about sacrifice,” Toler Jr. said of the quote. “It means that that if you work hard that when it’s all said and done at the end of the day, it will be fair based on your body of work. It’s about putting in the time, making sure that you’re ready for the opportunity.”

I think we all think our parents are hard on us growing up.  I recall stories I tell to my own sons of my Dad waking me up on a Saturday morning at 7am, after I was out to late the night before, and ‘making’ me help him with something, like chopping wood or cleaning the garage out.  He didn’t really need my help, he was trying to teach me a lesson about choices.  If I chose to stay out late at night, it was going to suck getting up early to go to school.  He shared with me stories of his father doing the same thing – one night my Dad had gotten home late, so late, he didn’t even go to bed, just started a pot of coffee and waited for my grandfather to get up, figuring that was easier than getting a couple of hours of sleep and then hearing it from my grandfather the rest of the day.

As a HR Pro, we see this every day in our workforce.  There are some who work their tails off, not outwardly expecting anything additional, they’re just hard workers.  Others will put in the minimum, then expect a cookie. It’s a tough life lesson for those folks.  Most usually end up leaving your organization, believing they were treated unfairly, so they’ll go bounce around a few more times.  Eventually they’ll learn to put in the work, put in the time and more times than not, things work out pretty well.  Sometimes it won’t – so you go back to work even harder.  It’s been very rare in my 20 year HR career that I’ve truly seen a really hard worker get screwed over – very rare!  Do some idiots who don’t deserve a promotion or raise sometimes get it – yep, they sure do – but that doesn’t happen as much as you think.  The hard workers tend to get the better end of the deal almost always.

I hope I can teach my sons this lesson:  Life is going to be hard, but if you keep at it and put in the work, it’s going to be fair.  I think that is all we can really hope for.

HR’s Unwritten Rules

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Welcome back! How was your long holiday weekend?  I ate too much and watched a ton of sports – so mine was wonderful!

For those NFL/Professional Sports Fans out there I give you one of the dumbest unwritten sports rules that is out there:

You can’t lose your starting spot due to injury.

San Fransisco 49’ers starting Quarterback, Alex Smith, was injured recently and potentially could have come back this past week, but his ‘backup’ Colin Kaepernik did such a good job in the one game he started in place of Smith, that the coach decided his starter wasn’t quite ready to go and let’s give the backup another game! This got sports news, radio and fans talking about ‘the rule’ – if you’re the starter and you get injured, once you are better, you automatically get your starting job back.  But, why?  Where does this come from?

I can think of a couple of reasons why an organization might want to have this type of rule, in sports:

1. You don’t want players playing injured and not wanting to tell the coaches for fear if they get pulled, they’ll lose their job.  Thus putting the team in a worse spot of playing injured instead of allowing a healthy player to come in. Also, you don’t want the player furthering injuring themselves worse.

2. If the person has proven themselves to be the best, then they get injured, why wouldn’t you go back with the proven commodity?

I can think of more ways this unwritten rule makes no sense at all:

1. No matter the reason, shouldn’t the person with the best performance get the job?  No matter the reason the person was given to have his or her shot – if they perform better than the previous person, they should keep the job.

2. If you want a performance-based culture, you go with the hot hand.

3. Injuries are a part of the game, just as leave of absences are a part of our work environments, the organizations that are best prepared for this will win in the end – that means having capable succession in place that should be able to perform at a similar level, and if you’re lucky – at a better level.

It’s different for us in HR, right?  We have laws we have to follow – FMLA for example, or your own leave policies.  But is it really that different?  In my experience I see companies constantly make moves when someone has to take a personal or medical leave, and go a different direction with a certain person or position. Let’s face it, the truth is our companies can’t just be put on hold while someone takes weeks or months off to take care of whatever it is they need to do.  That doesn’t mean we eliminate them – we can’t – but we do get very creative in how we bring them back and positions that get created to ensure they still have something, but at the same time the company can continue to move forward in their absence.

I wonder if ‘our’ thinking about the NFL’s unwritten rule of losing your position comes from our own HR rules and laws we have in place in our organizations.  It would seem, like the NFL, most HR shops figure out ways around their own rules as well!