Category Archives: Innovation

Maybe I’ve Been Wrong About Quality of Hire (QoH)

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I was at LinkedIn’s Talent Connect Summit this week, and I sat in a session on measuring the quality of hire delivered by Ana Recio, the VP of Talent at Uber. I’m a big fan of QoH, and I’m not alone. LinkedIn’s own annual recruitment data shows that QoH is the #1 priority for people leaders. I actually wrote quite a bit about QoH in my book, The Talent Fix, Vol. 2, but my take was a bit different from most people in our space, and although it pains me to say it, most people might be right, and I might be wrong!

My original belief is that QoH needs to have an industry standard measure to mean anything. If we can’t benchmark across industry, what are we really measuring? Or so I thought.

Ana at Uber and her team built a straightforward survey measure of QoH (You can download Uber’s QoH measure details here) that, after six months, asks the hiring manager simply, “Would you hire this person again, if given the chance?” They also ask the employee if this is the job they thought they would be getting. This is very similar to the approach CrossChq has taken in their QoH measure.

I like the simplicity. My struggle with QoH has always been it’s just too damn difficult to really measure it (in the way I thought it should be measured). I was stuck on the “quality” component and wanting data around quality. In my head, that meant performance data. How can we show this hire was better than another hire that previously worked in this job or many other hires that have worked in this job? That meant you had to wait a period of time to have real performance data. It all seemed like a lot.

Uber figured out, that “data” could just be a signal from the hiring manager. Simple, yet still valid.

Does this simplicity have issues?

Maybe.

I’m kind of stuck on us believing all of our hiring managers will have enough confidence to actually call our their own failure of selection, development, and performance management. That’s what we are asking them – “Would you make this same selection again if given the choice?” Meaning either you chose successfully, and this person has been great, or you failed in your selection, and this person sucks.

Also, if I’m confident, I come clean and say, “No, I would not choose this person again.” Will HR be coming down to put this person on a performance plan? Do I need to put them on a plan? I mean, if we are honest, and I don’t want to hire this person again, it’s probably time we move on and actually hire a person I would hire again, right?

This QoH measure and process are new to Uber, so Ana and her team haven’t really crossed that bridge yet. Since this is so new, maybe they haven’t run into this issue. I wasn’t able to ask her this question, but I plan on sending it to her as a follow-up to see how it’s going when they get some more data.

Still, I like what Uber is doing. Maybe we don’t need “one” measure of QoH to make it meaningful and impactful. Maybe each organization will figure out its own data and measure QoH in a way that makes sense to them. Maybe some organizations will have multiple QoH measures based on positions (Sales vs. Engineering, for example).

The data nerd in me would love one global QoH measure, but I also love that organizations are just trying to figure this out on their own and benchmarking against themselves. In the end, talent intelligence is about making your hiring better, period. Thanks to Ana and Uber team for sharing!!

What happened to the pioneers?

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I speak at over 25 conferences a year, mostly about HR, talent acquisition, and leadership. In every single talk, I always touch on the need for innovation.

Pioneers are often seen as heroes, but history shows a tougher reality. What happened to the pioneers? The original pioneers faced many dangers and often didn’t survive. In the corporate world, especially in HR and TA, being the first to try something new can be risky. The truth is, those who take the first steps in innovation often face big challenges and consequences.

Being an early adopter means dealing with many unknowns. In HR and TA, this often leads to failed projects and even job loss. Sorry folks, you might be fired! It’s no surprise that executives are cautious about pushing for new ideas—they understand the risks. While companies claim to support innovation, do they really? The pressure for quick results, especially from top executives, kills true innovation. There’s a strong fear of failure, creating a culture where the first to mess up are quickly let go.

Many HR and TA leaders want to innovate but end up doing the same things year after year after year. The high cost of new systems and the fear of unchanged results make them hesitate.

You can either be a pioneer or stick to the safe path. Many choose safety over the risks that come with being innovative. But for those willing to take the risk, being a pioneer can lead to real progress and personal growth.

I encourage you to be a pioneer!

Drive innovation in your organization and aim for a better career and life.

This path has risks, and it’s okay if you’re not ready to take them. The life of a pioneer is tough, but for those who seek a better world, it’s worth it.

Remember, not everyone is cut out to be a pioneer. It takes courage and resilience. But for those who go for it, the rewards can be huge.

Do Great Things

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I’ve found the next great trick in HR to become world-class!

You might think I’m referring to the latest AI innovation, a revolutionary staffing solution, or a groundbreaking website set to transform the HR industry. But what if the secret to becoming world-class in HR isn’t about the newest tech1 at all?

We live in an era obsessed with quick fixes and instant results. Everyone wants the magic pill for effortless weight loss or the shortcut to professional success. I want it! In a world where we want everything instantly, it’s annoying when even the best AI can’t figure out what we need before we do.

So, what’s the ultimate strategy for HR greatness?

Surprisingly, the key to outstanding HR has always been straightforward: do great work. All the time!!

Often, it’s just one dedicated person who believes in an idea, cares about it, and keeps pushing forward. Rusty Rueff says it best: “Make big changes to big things.” Great HR is all about always aiming for excellence, no matter what.

To really succeed, create a culture where excellence is normal. Don’t let anyone in your organization stop you from aiming high. Work to make your HR department known for outstanding work.

The real secret to great HR isn’t a trick at all. It’s about hard work, sticking with it, and always aiming for greatness. So, focus on doing great things and then keep doing more great things. Be the one who drives amazing results in your organization. That’s the real way to master HR.

Ready for Change? Think Again!

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I get asked a lot of advice on talent and HR issues people are facing.

Many of these questions are about fixing things that aren’t working well in their HR or Talent departments. “How do we get more applicants?” “How do we get managers to develop their people?” “How do we deal with our unpredictable CEO?”

In the past, I would jump right in with quick solutions. I’d spend five minutes giving advice without knowing much about their specific situation. It’s fun sure, but it’s not always helpful.

I’ve changed my approach.

I realized that my quick fixes were based on my experiences, not theirs. What worked for me might not work for them.

Now, I start by asking one important question: Do you really want to get better?

Do you really want to change?

Most people quickly say, “Yes!” But then, after thinking for a moment, they might pause and start to explain, showing they aren’t really sure they want to change.

This hesitation is powerful!

We often think that getting better is always the goal, but sometimes, staying the same is just fine. The return on investment might not be worth it.

We tend to focus on fixing problems, believing they need to be solved. But in reality, we can continue doing great HR work without making unnecessary changes. It might seem like the next big issue to tackle, but sometimes, it’s better to leave it alone and focus on something else.

Often, HR and Talent professionals find that those around them aren’t really interested in improving. This realization can save them from a lot of frustration. It’s better to wait until everyone is genuinely ready to get better.

So, before you try to fix everything, ask yourself: Do you, or do those around you, really want to get better? Hopefully, the answer is “Yes!” But if not, remember, the world will keep turning, and so will you.

Meaningful Work Isn’t Just Saving Puppies

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Lately, I’ve been thinking a lot about what makes work truly meaningful. Many HR professionals believe that for employees to be truly engaged, they need to feel that their work is meaningful.

I agree with this idea.

However, some HR pros have misunderstood this concept. They’ve started pushing social causes onto employees, thinking that supporting these causes equals meaningful work.

Tom’s shoes are the best example. Each pair costs around $45, but the materials and labor probably only amount to about $5. While Tom’s donates a pair to a child in need for each one sold, they’re essentially sacrificing $5 of profit per pair. Can we really say this is meaningful work?

So, what’s my idea of meaningful work?

Meaningful work isn’t about saving puppies. It’s not about supporting causes. It’s about employees feeling that what they do every day contributes to the organization’s success. For many organizations, this has little to do with supporting specific causes—although it might for some.

The problem with equating meaningful work with causes is that everyone has their own causes they care about. If an organization defines helping the homeless as its cause, that’s great! But now, they need to find employees who also care about this cause to make work meaningful for everyone.

In HR, we sometimes make the concept of meaningful work too complicated. Instead, we should help leaders communicate better with their teams about how individual efforts impact the organization’s success. Meaningful work is about using your skills to contribute to your organization’s prosperity.

Sorry, we’re not saving puppies or planting trees here – but I promise it’s still going to be meaningful to us!

Online Ghosts or Privacy Hosts

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Ever come across a candidate who seems to have almost no online presence? No LinkedIn profile, no Facebook or Instagram account, not even a trace on Google? It’s like they’re a digital ghost, right there in front of you with a resume in hand, but little else to go on.

Let’s say you meet someone like this – let’s call her Karen (not her real name, of course, I’m in HR – her name is Jill). She shows up for the interview with a solid resume, work history, and references, but beyond that, she’s pretty much a mystery online.

In today’s world, where social media is everywhere, this kind of absence can be scary. Usually they’re an Instagram story away and I know what you had for breakfast, how you like your steak, your husband’s name, cat’s name, the whole damn thing.

It raises questions. Why the secrecy? Is it a deliberate choice for privacy reasons, or could there be something more to it?

During the interview, ask about it. Karen might mumble something about valuing her privacy – a word that still holds a lot of weight to some. As an employer, it’s tricky. Privacy matters, but so does transparency. Trying to balance these can be tough.

In the end, you might not get clear answers. But it’s a reminder that in today’s world, having no online presence can be a red flag when hiring. Or not. What do you think?

Getting Recruitment Right

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Sometimes we get so far into the weeds in recruiting that we forget what is actually important.

We have to have a brand!

We have to have an ATS!

And now, a new ATS!

We have to have a CRM! What the hell is a CRM!

Our job descriptions need a refresh, and let’s face it, our career site could use some work too.

And don’t get me started on the employee referral program.

There’s always a million things to do in recruitment, and it’s hard to keep up.

But here’s the thing: recruiting isn’t rocket science. It’s just about finding people to join your team. There are plenty of potential candidates out there; you just need to let them know you’re hiring.

That’s the golden rule of recruitment: Spread the word that you’re looking for new team members.

It’s pretty straightforward, yet so many good candidates slip through the cracks because they didn’t know there was an opportunity.

Recruitment is all about getting the word out. Sure, you might get some applicants who aren’t quite the right fit, but that’s part of the process.

To find the right people, you need to cast a wide net and let everyone know you’re hiring. Cast that net people!

It’s not just about posting on job boards or your career site; it’s about creating a culture where everyone in your organization understands the importance of spreading the word about job openings.

Unfortunately, many companies miss the mark on this. Whether it’s because they’re too proud or they think it makes them look desperate, they don’t make enough effort to let people know they’re hiring.

This is a big mistake that can sink your recruitment efforts.

Recruitment isn’t about showing off; it’s about being humble and inviting talented individuals to join your team.

High-Maintenance Who?

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Ever wished there was a way to spot high-maintenance behavior during job interviews?

We hire high-maintenance employees because they’re very good at hiding their diva-ness during the interview process. Sometimes they even hide it through the probationary period of their employment. These are the really hard-to-handle ones because they know they’re divas and hide it long enough to make your life difficult.

So, what’s the best approach when you find yourself dealing with one?

Managing these individuals has been a recurring challenge in my HR career. They have a knack for causing trouble and thrive on being the center of attention. The key lies in redirecting their focus from their personal needs to what the organization requires. But how do you go about doing that?

Usually, high-maintenance employees become a problem because their direct supervisor doesn’t stop this issue immediately when it comes to light. But, this is common, especially with new hiring managers, so it’s critical to work with them and help them become better managers.

These employees are skilled at playing you against their manager. It’s essential to prevent this from happening. Collaborating closely with the hiring manager to create a unified approach is vital. When they attempt to stir up trouble, it’s important to intervene immediately: “Let’s bring in your supervisor so we can sort this out together.” Despite their objections regarding confidentiality, emphasize the importance of clarity and alignment among all parties.

High-maintenance employees hate to be on the same page because they get their power from the lack of communication within organizations. So the best way to limit their impact is to get everyone in the same room and nip the issue in the bud before it gets way out of hand.

The Truth About Reference Checks

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When I started in Talent Acquisition and HR, I was sold on the idea that checking references was the key to snagging top-notch hires. The whole “past performance predicts future performance” spiel is practically carved in stone tablets right?

But around 100 reference checks into my HR career, I stopped believing it. Either I was a hiring genius (mostly true), or the reference check thing was a massive hoax.

Reference checks are the perfect scam. And not just any scam, but a scam that everyone is in on. Everyone knows the set up: The candidate wants the job, so they want to make sure they provide good references. The candidate provides three references that will tell HR the candidate walks on water. HR accepts them and actually goes through the process of calling these three perfect references.

Let’s face it: When was the last time a company passed on a hire based on a reference check? Most draw a blank; we hire based on references every single time. Is that a solid system? If you’re struggling for an answer or it’s always ‘never,’ maybe it’s time to rethink the whole reference check circus.

  1. Get Your Own References: Ditch the usual references candidates throw at you. In interviews, get the names of their old bosses. Give them a call – you might get some real talk even if official references are a no-go.
  2. Go Automated: Use fancy tech for reference checks that doesn’t make references feel forced into singing praises. It spills the beans on a candidate’s work style without giving away the game.
  3. Fact-Check with Tech: Google, Facebook, LinkedIn – they’re not just for stalking. Use them to fact-check a candidate’s story. With over half of people stretching the truth on their resumes, tech is your truth serum.

Smart HR folks should question a system that gives the green light to almost everyone. Catching less than 0.1% of fakers isn’t a sign of quality; it’s just lazy.

Break the mold, try new things, and maybe your company will see you as the one who can pull off walking on water.

What are your tips for checking references?

Here’s an idea, just do the job you were hired for

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Every day, people get worked up over stuff they can’t control. Everyone’s telling you to be this or that, depending on the latest trend or generation.

I’ve stopped listening to people who don’t know my job or haven’t been in the field for ages. Instead, I talk to my employees – the young, the old, and everyone in between. They all matter because they all contribute to moving the organization forward.

I don’t care about what others think; I focus on what my employees are telling me. Their problems are personal, from daycare and student loans to health scares. Forget the big world issues; help them with the close ones first.

Your employees are individuals with their own problems, and millennials aren’t college kids anymore. The newbies might have different labels, but they’re still young people with their own issues.

At the end of the day, employees want to succeed. Helping them be successful is my top priority as a leader. Success is personal, so I figure out how to tie it to the organization’s goals.

We keep letting others tell us how to do our jobs. I’m sticking to doing the job I was hired for because, frankly, no one knows it better than me. Maybe we should all just focus on doing the job we were hired for.