Category Archives: influence

The Most Powerful Employee Motivator of All

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I was once fired from a job.  I won’t go into the story because we all have a story and we all frame it to sound like a victim. In hindsight, many years removed, I would have fired me to!

After being fired I could only think about one thing. It consumed me. I wanted to show whomever I went to work for how great I really was.  I didn’t want the ‘fired’ label to follow me, even for a minute.  I wasn’t ‘that’ person. I was better. I wanted…

Redemption!

Redemption is the most powerful employee motivator of all time. None others are even close.

It’s why always laugh when a hiring manager tells me they will never hire someone who has been fired from a job. Really!?  I actually only want people who have been fired from jobs! I want people who have failed, and have a giant chip on their shoulder to show the world they are better than that.

I don’t want to hire crappy people who were fired because they actually have no skill and no personality.  That’s the problem, right? We believe everyone who has been fired to be crappy. “Well, Tim, people don’t get fired if they’re good!” Really? You believe that?

Good people get fired every day. They get fired for making bad decisions. They get fired for pissing off the wrong person. They get fired because they didn’t fit your culture. They get fired because of bad job fit. Good people get fired, maybe as much as bad people get fired. Unfortunately, we lump all of them into the same pool.

Redemption sets the good fires apart from the bad fires.

You can hear redemption speak when interviewing a good fire.  Bad fires don’t speak of redemption, they speak of justification.  Good fires want a second chance to show the world they are right. Bad fires want a second chance to show the world they were wronged. Those are two very different things!

I like redemption motivation.  It sticks around for a long while. Those scars don’t go away easily.

3 Things You Desperately Need to Understand About Your Employment Branding

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Employment Branding is the new black.

It’s been the new black for a few seasons now, so I keep waiting to see what’s next.  Talent Acquisition technology (mostly CRM based tools) are really hot right now and will get hotter in the future, but EB is still king for the moment.

Why?  Mostly because the majority of HR and TA leaders suck at marketing, and their internal marketing folks have bigger fish to fry, like driving top-line sales, increasing traffic, gaining market share, etc.  So, HR and TA pros are left to deal with their employment brand on their own.  Which means, they’re mostly paying others to do this work for them.

Here’s what most HR and TA leaders are missing:

1. Employment Branding is not Advertising. It’s marketing. Marketing and Advertising are different. Employment branding is not about increasing the number of applicants you are getting. It’s about telling and sharing what it’s like to work at your organization.  If you do a great job, yes, you’ll see more applicants. But, I could never share my employment brand and increase my applicants through just sheer advertising muscle.

2. Your Employment Brand is most valuable when people consume it organically. No one likes to be forced fed. They love it when someone introduces them to something cool. Kind of like, “hey, I just discovered this, check it out.”

3. Your own employees’ Network Effect is the most powerful way to share your brand. Network effect is the effect that one user of a good or service has on the value of that product to other people. Meaning your own employees are the most powerful vehicles to share your employment brand that you have. The key is finding ways where they’ll want to freely, and readily, share your brand to their network. This also speaks to the importance of Candidate Experience, since your candidates also have a strong network effect.

At the Glassdoor Employer Branding Summit last week we were asked, “where we see employment branding in five years?”  I see employment branding becoming much more integrated into the overall company branding.  Right now, some big companies are already doing this.  You see General Electric doing a strong job of finding ways to integrate their employment brand directly into their normal brand messaging.

Current GE advertising is sharing the message we are digital company who is also an industrial company, while going after Coders.  It’s a corporate brand message, that is also an employment brand message.  This is not owned or produced by GE’s HR function. This is clearly coming out of GE’s corporate marketing department, with influence from Talent Acquisition and Operations.

Employment branding is still for the most part an issue HR and TA are having to deal with. Within five years, this will be an organizational priority for not only HR, but the entire organization, and marketing will pull it over to their side of the fence, which I believe is where it belonged from the start.

Can HR out Crazy a Crazy Employee?

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In HR we run into employees all the time that do “Crazy” pretty dang good!  I’m always interested in how we work around crazy.  Almost never do we just fire crazy and get rid of it, we tend to keep it around. In fact, we tend to try and fix crazy.

I’m not talking about legitimate mental illness. I’m talking about employees who are perfectly “fine” but act crazy for a number of reasons: attention, they love drama, they love pushing buttons, they love being in the middle of shit, you know, work crazy.   We see it every day in our organizations.

I’ve found something that works really well for me in dealing with crazy.  Do crazy, better than the employee does crazy. Sounds crazy right?!  Here’s how it works.

Crazy employees have power because they act crazy, and no one wants to jump into their crazy storm.  So, people just stay silent, try to stay away, change subjects, ignore, etc.  These are all great mechanisms to stay out of the crazy storm.  Unfortunately, this just feeds the crazy storm and helps turn it into a crazy hurricane!  You see, crazy employees hear silence  and silence to them is agreement. Now, they’ve got justification for their crazy storm because in their mind no one told them they disagree, so that must mean they agree!

You can’t reason with crazy.

So, how do you stop crazy?  You do crazy better than they do crazy.  But you do crazy under control. You fight a crazy storm with a crazy calm.  But, let’s be clear, you still need to go crazy.  Let me give you an example:

Crazy Employee:  “My boss is out to get me!  Yesterday he told Jill “great job” and he didn’t tell me great job.  I think he’s sleeping with Jill – you need to investigate.  Also, Jill might be stealing – you didn’t hear that from me, but she just bought a new car and we make the same amount, I think – what does she make? – anyway I can’t afford a new car!” 

Me: “You know what?  I want to thank you for giving me this information – I’m pulling in your boss right now and we are going to have this out!  Just sit here while I call him in – we are going to blast him!”

Crazy Employee: “Hey! Wait! Don’t call him in while I’m here – he’ll know it’s me that told you.”

Me: “Yeah – but to fire him I’m going to need you to testify at the trial. Once I fire him for sleeping with Jill, he’ll want to fight it – happens all the time – no big deal – we got him!  You’ll do fine on the witness stand.”

Crazy Employee: “Um, I don’t want to do that – just forget it”

Crazy doesn’t like to go public in front of others. Crazy works best one-on-one behind closed doors where there aren’t witnesses.  You can stop crazy very quickly by going public and asking them to be crazy in front of others.  I’ve found that if I can do crazy behind closed doors better than crazy can do crazy, it tends to snap crazy back into semi-reality.  Plus, it’s fun to act crazy sometimes, as long as it’s behind closed doors!

1 Sign That Shows Google Now Controls HR

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It was just a matter of time. The company that vows to do know evil, would eventually take over the function that is the most hated in the world.  Don’t get me wrong, Google didn’t come into your organization and start giving your employees performance reviews, yet.  What Google does is much more stealth.

Remember back in April of this year (2015)? Laszlo Bock, the head of HR for Google, released his book “Work Rules!” He then went on a national book tour and was famously interviewed, everywhere, telling anyone who would listen that you don’t need a college degree to work at Google. In fact, Google has found that your college GPA and transcripts to be ‘worthless’ in terms of making a quality hire.

We all kind of chuckled.  Well, there goes Google, being Google again.

Let’s fast forward to today. Jobvite recently released their 2015 Recruiter Nation Survey.  It’s always an interesting read, with great data and metrics, but one metric stood out, to me, above all others:

“57% of Organizations now report that GPAs are unimportant.”

Do you see what just happened?

If Jobvite would have asked organizations and recruiters in January of this year, this same question, prior to Laszlo’s announcement, how do you think this number would be different?  I’m telling you the number would have been around 5% or less!

GPA are unimportant. Really?

Here’s what Google, I mean Laszlo, forgot to tell everyone about why Google can hire people who have never gone to college.  THEY HIRE FREAKING GENIUSES THAT HAVE BEEN CODING IN THEIR PARENTS BASEMENTS SINCE THEY WERE 12! These kids don’t need college. College would bore them. They know more than the professors teaching them. Google gets to hire the top 1% of people, not just college grads.

You won’t get these geniuses, who don’t need to go to college.  You get half-baked nitwits who need college, a good spanking, a few years to grow up and probably deep therapy.  You are not Google.

Yet, here we are, and you are answering Jobvite’s survey questions and acting like your Google.  Thank you Google.  Thank you for setting HR back a decade.  For not telling the full story, just swaying opinion by making bold statements.  We now get a generation of workers who think they can just jump off their Xbox and into a job paying six figures.  That’s really helpful.  You’re brilliant Laszlo.

Check out Jobvite’s 2015 Recruiter Nation Survey, it’s good stuff, even the stuff that Google brainwashed you to answer.

Sometimes a Job Isn’t Worth It

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Linds Redding, a New Zealand-based art director who worked at BBDO and Saatchi & Saatchi, died last month at 52 from an inoperable esophageal cancer. Turns out Linds didn’t really like his old job and mad hours he spent creating a successful career. Here is what Linds wrote before he died:

“I think you’re all f—— mad. Deranged. So disengaged from reality it’s not even funny. It’s a f—— TV commercial. Nobody gives a s—.

This has come as quite a shock I can tell you. I think, I’ve come to the conclusion that the whole thing was a bit of a con. A scam. An elaborate hoax.

Countless late nights and weekends, holidays, birthdays, school recitals and anniversary dinners were willingly sacrificed at the altar of some intangible but infinitely worthy higher cause. It would all be worth it in the long run…

This was the con. Convincing myself that there was nowhere I’d rather be was just a coping mechanism. I can see that now. It wasn’t really important. Or of any consequence at all really. How could it be. We were just shifting product. Our product, and the clients. Just meeting the quota. Feeding the beast as I called it on my more cynical days.

So was it worth it?

Well of course not. It turns out it was just advertising. There was no higher calling.”

When faced with death, I wonder how many of us will look back on all the time and effort we put into our career and will feel the same?

That all being said, sometimes I think a job might be worth it as well.  Here’s the other side of the coin.  I frequently see articles and blog posts, recently, written by people who have given up their careers to travel the world.  It  all seems so glamorous and adventurous. Until you realize you had a career and job to pay for all those glamorous adventures! From Adweek, “The Couple Who Quit Their Ad Jobs to Travel the World Ended Up Poor and Scrubbing Toilets The uglier side of a year-long creative journey”:

 “You remember Chanel Cartell and Stevo Dirnberger, the South African couple who quit their agency jobs this year to travel the world and document the experience. It sounded like a dream, and the lovely Instagram photos have made it look like one.

But halfway through their year-long odyssey (they’re currently in Athens, having traveled 25,000 kilometers so far), they’ve posted a reality check on their blog—a post titled “Why We Quit Our Jobs In Advertising To Scrub Toilets”—in which they share “the uglier side of our trip.” It turns out that following one’s dream—while working odd jobs in exchange for room and board—involves a lot of dirty work, and more than a few tears.

“The budget is really tight, and we are definitely forced to use creativity (and small pep talks) to solve most of our problems (and the mild crying fits),” Cartell writes. “Don’t let the bank of gorgeous photography fool you. Nuh uh. So far, I think we’ve tallied 135 toilets scrubbed, 250 kilos of cow dung spread, 2 tons of rocks shoveled, 60 meters of pathway laid, 57 beds made, and I cannot even remember how many wine glasses we’ve polished.

“You see, to come from the luxuries we left behind in Johannesburg … we are now on the opposite end of the scale. We’re toilet cleaners, dog poop scoopers, grocery store merchandisers and rock shovelers.”

We work for a reason. Your reasons might be vastly different than my reasons, but we all have reasons. I hope if I look death in the face I won’t regret my choices to work and create a successful career. I’ve missed my fair share of school events and sporting events that my kids have participated in. I’ve missed many of their most joyful and sad moments. Those I already regret. What I won’t regret is that I work to allow my family to have so many of these moments.

I lived poor.  I lived with a single mother who wasn’t quite sure how she was going to pay for dinner that night. I work because I never wanted my family to feel this anxiety.  Sometimes a job is worth it, sometimes it isn’t.  It’s all up to you to decide, though.

THE TOP 20 BRANDED HR & TALENT PROS: MEET Neil Morrison from Penguin Random House UK

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Let’s face it – Fearful of the spotlight and conservative to a fault, HR pros generally aren’t the best examples to look towards when it comes to professional branding. Kris Dunn (Kinetix RPO, The HR Capitalist) and Tim Sackett (HRU Technical Resources, TimSackett.com) think that needs to change.  That’s why they created this series – The Top 20 Branded HR Pros(sponsored by the team at Glassdoor).

KD and Tim searched the globe for HR Pros who used the tools at their disposal (writing, speaking, social and more) to brand themselves in the HR space, but limited the results to actual practitioners in the areas of HR, Recruiting and Talent Management.  No consultants, no vendors. They found out well-branded HR pros who are actual practitioners are hard to find.  

Tim and KD are running the Top 20 they found here on the HR Capitalist and at TimSackett.com.  No rankings, just inclusion in the list and some notes on why.  There are at least 20 well-branded HR Pros in the world.  These are their stories. 

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Let me introduce you to HR Pro Neil Morrison!  I believe Neil is the lone non-U.S. resident on Glassdoor’s list of the Top 20 Branded HR and Talent Pros.   I’m not sure what that says about the list or Neil, but just a fact when you pull the data we did from Twitter, LinkedIn, Instagram, Writing and Speaking background and overall brand ambassador data, Neil showed up in a big way, all the way from the U.K.!

Neil is the Group HR Director for Penguin Random House in the U.K.  For the U.S. audience that is equivalent to a SVP of HR in America.  So, we have this big HR executive who has found the time to brand himself, and also understand the importance to his career, his profession and his organization.

I know Neil as a fellow Talent Advisor on CareerBuilder’s Hiring Site, where we have both been writing and speaking on live web chats for the better part of a year.  Neil has a great English accent, so I kid him on the chats about how everything he says sounds more brilliant, to my ear, than it probably really is! He knows I’m kidding, because what he says is always brilliant!

Here’s Neil’s player card:

Glassdoor Top 20 - Neil Morrison

On the writing side of the fence Neil is the Kris Dunn and Laurie Ruettimann equivalent of HR blogging in the U.K., dare I say Mr. Punk Rock HR! He was one of the first, if not the first, HR bloggers to grab ahold of the U.K. audience with his smart, witty writing style, and he’s not afraid to tell it like it is.  His blog is called Change-Effect.com where he writes about HR, Talent and Leadership weekly.

As a speaker Neil is active in CIPD (U.K. SHRM type organization) and speaks often to HR professionals all over the world.  He is a true international brand advocate for his organization and CIPD.  Neil has won several awards including the UK’s Most Influential HR Practitioner.  Neil also has the most professional LinkedIn profile pic of any of the Glassdoor Top 20 Branded HR and Talent Pros!

He is all over the Twitters – @NeilMorrison with over 9,000 followers and 20,000 tweets, sharing his international HR perspective.  The one thing I know about Neil, which is unique to someone at his executive HR level, is that he makes time for those who seek his help.  Neil is a great mentor in HR to so many pros, and truly makes time to give back to the HR community.

What doesn’t Neil do well?  He hates Instagram!  He’s an amatuer photographer. So, Instagram is not something he enjoys to partake.  Which helps to point out, to be well branded you don’t have to do everything, but you do have to do something really, really well!

Congratulations Neil!

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The Top 20 Branded HR Pros is brought to you by Glassdoor, who invites you to attend the Annual Glassdoor Employer Branding Summit on September 25th, where a stellar speaker lineup of industry experts and thought leaders exploring the intersection of employer branding and talent acquisition, the candidate experience and employee engagement. 

Tickets are sold out, but wait!  You can attend the livestream online featuring studio coverage with Kris Dunn and Tim Sackett by registering here (click to register).  Fun and games are sure to be a part of that coverage.

It’s Okay to Just do HR

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If you’re highly active in HR and Talent Acquisition in the social space (read: blogs, sites, pod/video casts, webinars, conferences, Facebook, Twitter, etc.), you might be caught up in this mindset that what you’re doing is not what you should be doing.

You’re being told what you should be focusing on by idiots like me, and thousands of others, most of whom don’t even work in HR or Talent Acquisition at this moment.  That’s not a bad thing, some are brilliant and took their brilliance to the consulting/analyst/vendor side of the fence because the money was better, or the balance was better, or both.  This isn’t a consultant vs. practitioner post.

This is a post to remind you that it’s alright if you just put your head down and do actual HR and Recruiting work for a while.

That it’s okay not to be instituting the next best practice or innovation.

That it’s okay not to be focusing on recreating HR and Talent Acquisition in your organization.

Sometimes we just need to keep the train running down the tracks.  Allow ourselves to catch out breath. Get and build a strong team around us, and get ready for big things in the future.  In the mean time, we just do what we do.

We make sure our employees are doing alright.  Is there anything we can do to help them be better?

We make sure our employees get paid correctly and benefit card works when they show up at the doctor.

We make sure to kick managers in the shin, under the table, when they’re being idiots to their teams.

We make sure new employees have the tools they need when the show up on their first day, and they feel welcomed.

We give bad employees the gift of finding a job they will truly love, by letting them find that job on their own time.

Sometimes when I’m writing I forget what it’s like to have a million priorities in your day, and knowing you won’t get to half of them.  That’s the daily grind in HR and Talent Acquisition.  So, I write about how you should do this or do that, how you should be all innovative and shit, but I get that many days (sometimes weeks and months!) you just need to do the basics.

I’ve been there.  I struggled to just do the basics many days.  When thinking of being the best and innovating seemed so far away from reality that you felt like giving up.

That’s when I would tell myself, “Today, I’m just going to do HR”.  Focus on what I’m good at. Focus on what I can control.  Make it to the next day, where just maybe, that day would allow me to get better.

It’s okay for you to just do HR today!

 

What Happen When Everyone Thinks They’re An Outlier?

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My friend, Laurie Ruettimann, made a comment to me the other day, in regards to HR and Talent Blogging to the affect of, “everyone thinks they’re an outlier, Tim.”

She’s right.

It’s partly that people who blog, like me, are fairly high the narcissism scale.  We tend to believe that what we say and how we say are different than what others say and how they would say it.  It’s not, but that’s how we think.  Hold up.  Let me stop using “we”, because I’m quite certain this nice little HR and Talent blogging community hasn’t chosen me to speak!

I tend to believe anyone could say what I say if they decided they wanted to.  They just decide they would rather read my opinion, than go out, half-crazed and share their opinion on everything in the industry.

She is also very wrong.

There are very few Outliers in the HR and Talent blogging community. So, this point is mostly irrelevant. Just because someone thinks they’re the Pope doesn’t make them the Pope. It makes them crazy.

Outliers in blogging aren’t just people saying things first, or differently.  They are people who are saying things of interest.  They are helping to change the way the profession works.

I take a look at the work of Glen Cathey does and say, holy shit, I need to get better! He’s an Outlier.  I take a look at how Kris Dunn explains performance management in a real context to real HR pros, that I can grasp, that I can take back to my hiring managers and make real change without having a PhD. He’s an Outlier. I take a look at how Laurie challenges how I deeply think about a subject, and sways my opinion to be more open about how others think. She’s an Outlier.

The concept is when everyone believes they’re an outlier, no one is an outlier.  I don’t buy that, because I know the truth above. There are true Outliers.  There are a few brilliant people who shape opinion and slowing get an industry to move in other directions.

So, guess what?  You’re not an Outlier.  You think you are, but you’re not.  Sorry. Buy a helmet, life sucks sometimes.

 

Are you Great at Faking it?

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In our zest to have high employee engagement, HR has once again outsmarted itself.  Follow the logic:

1. High Employee Engagement is a desired measure.

2. HR creates programs to drive Employee Engagement upwards.

3. Employee Engagement thresholds are reached with said programs.

4. HR needs more.

5. If we ensure every new hire comes in ‘loving’ their job/company/industry – we will ‘pre-buy’ some of the engagement measure.

6. Only hire people who ‘love’ our job/company/industry.

7. Candidates have brains.  “Oh, you only hire people who ‘love’ your job/company/industry”

8. Candidates now become really good at ‘faking’ their ‘love’ for your job/company/industry.

9.  Employees are smart to – “Oh, you mean if our ‘engagement’ score comes back higher, you’ll stop making us do these stupid team building exercises?”

10. Employees become really good at ‘faking’ it.

Being male, I was never good at faking it.  I’m Popeye – “I am, what I am, and that’s all I am”.   Fast Company had a solid post on why “Faking Enthusiasm” has become the latest job requirement. From the post:

“Timothy Noah wrote in The New Republic about how Pret A Manger requires its employees to master “Pret behaviors,” such as “has presence,” “creates a sense of fun,” and “is happy to be themself.” Yes–in order to sell you a bacon sandwich, employees must be fully self-actualized. And the amount that they touch fellow-employees is considered to be a positive indicator of sales, not a red flag for sexual-harassment lawsuits.”

It’s such a slippery slope.  Every action we take in leadership has consequences – some of which we know, some we don’t know until they happen.  The best leaders thoroughly try to anticipate these consequences their actions will create.   Requiring employees/candidates have high levels of enthusiasm might seem like a really great idea – but you better have authentic ways of measuring, or you’re just setting yourself up to fooled by those who ‘get’ the game.

Ultimately time and pressure always win out.  Given enough time and/or enough pressure an individuals true colors will show.  This is why it’s important to job requirements that are actually needed.  Authentic enthusiasm is not needed for high performers in most jobs.  Trying to hire for it can create some negative hiring scenarios when time and pressure take their tolls.  Is it great to have enthusiastic employees? Yep – it sure is.  I love being around those employees.  Do I set out to hire that ‘skill’ as a requirement – no – I have great even keel employees as well.  While I might not stop and interact with them as often – they are just as good as the enthusiastic ones.

Here’s what I know. If you’re hiring for a skill that can be faked – candidates will attempt to fake it, if they really want to work for your company.  How do you combat this – eliminate as much subjective stuff as you can from your selection process.  One other thing, if you do decide you need that high-energy personality, understand that personality just doesn’t come when you want it – it’s a person’s core – you get it all the time – there’s no light switch when you decide you’ve had enough.  I see hiring managers all the time that want a ‘certain personality’ – so we find it for them – only to have that same hiring manager come back 6 months later complaining it’s too much!

Your Leaders Secretly Hate Succession Planning

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You want to know what you’ll never hear anyone on your leadership team say publicly?  Well, let me stop before I get started, because there are probably a ton of things leaders will say behind closed doors, off the record, and then open the door and say the exact opposite. Welcome to the PC version of corporate America.

One of the obvious, which always causes a stir is veteran hiring.  William Tincup and I were just talking about this last week, in regards to a correlation he was making about organizations and succession planning.  I wrote a post about Veteran Hiring a while back, in which I state that companies will always, 100% of the time, publicly say they support veteran hiring, but behind closed doors they don’t really support veteran hiring.

If they did, we would not have a veteran hiring crisis in this country! If every organization who claims they want to hire veterans, would just hire veterans, we would have 100% employed veterans! But we don’t. Why?  Well, it’s organizational suicide to ever come out and say we don’t really want to hire veterans.  The media would kill that organization. Yet, veterans can’t get hired.

Succession planning is on a similar path.  Your leaders say the support succession planning. They’ll claim it is a number one priority for your organization. But, every time you try and do something with succession planning, it goes no where!

Why?

Your leaders hate succession planning for a number of reasons, here are few:

1. Financially, succession planning is a huge burden on organizations, if done right.  Leaders are paid on the financial success of your organization. If it comes down to Succession Planning, or Michael getting a big bonus, Succession Planning will get pushed to next year, then, next year, then, next year…  You see Succession Planning is really over hiring. Preparing for the future. It’s a long term pay back.  Very few organizations have leadership in place with this type of long term vision of success.

2.  Leaders get too caught up in headcount.  We only have 100 FTEs for that group, we couldn’t possibly hire 105 and develop and prepare the team for the future, even though we know we have 6% turnover each year.  Organizations react. Fire fight.  Most are unwilling to ‘over hire’ and do succession in a meaningful way.

3. Leaders are like 18 year old boys. They think they can do it forever!  Again, publicly they’ll tell you they’re planning and it’s important. Privately, they look at some smartass 35 year old VP and think to themselves, there is no way in hell I’ll ever let that kid take over this ship!

So, what can smart HR Pros do?

Begin testing some Succession Planning type tools and data analytics in hot spots in your company. Don’t make it a leadership thing. Make it a functional level initiative, in a carve out area of your organization.  A part of the organization that is highly visible, has direct financial impact to the business, and one you know outwardly has succession issues.

Tinker. Get people involved. Have conversations. Start playing around with some things that could have impact in terms of development, retention, cross training, workforce planning, etc.  All those things that constitute succession, but instead of organization level, you are focusing on departmental level or a specific location.

Smart HR Pros get started.  They don’t wait for the organization to do it all at once. That will probably never happen.  Just start somewhere, and roll it little by little. Too often we don’t get started because we want to do it all. That is the biggest mistake we can make.