Category Archives: Interview

You Still Don’t Work 80 Hours Per Week!

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I have to say one of my most read posts, ever, and one that I take the most crap about is –What would it take to get you to work 80 hours per week? People actually take this post as a personal attack to their work ethic.  So, I’m here to say – I still don’t believe you!  And, now I have research to back up how you don’t really work 80 hours in a week.  From Fast Company -The Truth About How Much Workaholics Actually Work:

“A study published in the June 2011 Monthly Labor Review that compared estimated workweeks with time diaries reported that people who claimed their “usual” workweeks were longer than 75 hours were off, on average, by about 25 hours. You can guess in which direction. Those who claimed that a “usual” workweek was 65–74 hours were off by close to 20 hours. Those claiming a 55–64-hour workweek were still about 10 hours north of the truth. Subtracting these errors, you can see that most people top out at fewer than 60 work hours per week. Many professionals in so-called extreme jobs work about 45–55 hours a week. Those are numbers I can attest to from time logs I’ve seen over the years. I’ve given speeches at companies known for their sweatshop hours and had up-and-comers keep time logs for me. Their recorded weeks tend to hover around 60 hours–and that’s for focused, busy weeks with no half days, vacation days, or dentist appointments, and, most important, for weeks that people are willing to share with colleagues. We live in a competitive world, and boasting about the number of hours we work has become a way to demonstrate how devoted we are to our jobs.

That would be funny, except that numbers have consequences. If you think you’re working 80 hours per week, you’ll make different choices in your attempts to optimize them than if you know you usually work 55.”

Look – I get you work hard and you work long – but, I also get all of us think we work longer than we actually do!  It’s not an attack – it’s just the truth.  The same goes for all of you out their working 40 hours per week, when you only have about 20 hours of work – you find ways to stretch 20 hours of work into 40 hours of pay!

Ultimately, we shouldn’t be talking about hours, damn Unions!, we should be talking about results.  I don’t care if you work 10 hours or 100 hours – I, truly, only care about what you get done in that time.  We still have too many leaders who worry about hours and watch and see who leaves ‘first’ and who stays ‘late’.  The reality is – it probably has no bearing at all on their performance – and if anything, probably has a negative influence.

Results.  Set the desired result and manage to that.  If you have those not meeting the result – then you manage that issue (which might include the need to work more hours!).  I know, I know the girls from ROWE will love hearing this – and think they converted me – but they haven’t.  While I really like ROWE – it still doesn’t work for every organization.  Ugh, please don’t let Cali and Jody see this!

The Proactive Recruiting Myth

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

Simple.

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

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

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

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

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

iTunes killed Recruiting

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

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

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

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

So, how has iTunes killed recruiting?

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

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

 

 

 

 

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

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From The Project mailbag –

“Tim –

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

-Jennifer, Talent Acquisition Director, Austin, TX”

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

Here is my response to Jennifer:

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

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

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

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

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

Let me know how this works!

Tim”

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

 

 

 

 

3 Stupid Questions To Ask In An Interview

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I’m sure at this point you saw the news from this weekend – Reese Witherspoon’s husband got arrested for DUI and she did what any drunk celebrity wife should do – threatened a police officer with the best question ever asked by celebrities – “Do you know who I am!?”   Yep – Mrs. Legally Blonde herself asked the one question celebrities are trained to never ask, under any circumstances.  She broke Rule #1 of being celebrity – and it was glorious!

This got me to thinking, from a candidate perspective, what are the questions who could ask that would ensure your interview went from Fab to Drab in about 3 seconds!?  My Catfish Friend, Kathy Rapp, over at Fistful of Talent had a great post this past week – 3 Questions Freakin’ Awesome Candidates Ask – which gave candidates three absolute home-run questions to ask at the end of the interview to show you’re a Rock Star candidate.  My list does the opposite!

The cool part of my list – is that each of these questions are from actual candidates asked during interviews that I’ve been apart of:

1.  Do you drug test?   Nope!  But we do now!  I’m pretty sure the person who asks this question has already made up their mind they don’t want to work for your company and they use this to ensure you won’t hire them.  Believe me there are plenty of people who interview, to get their parents, spouse, etc. off their back, but they don’t really want to work – so they sabotage themselves.  Asking dumb questions at the end is one of the best ways to sabotage an interview! Other question on this path – Do you do background checks? Do you do credit checks? Do you hire felons?

2. How long before I get to use sick time?  Never!  Because you wont’ be working here!  Again, the person who asks this question asks it for a reason – that reason is they ‘plan’ on being sick.  Quick HR Pro Rule of Thumb – if someone plans on being sick – you aren’t going to be happy with that hire.  Other questions on this same path:  When would I get a raise? How soon can I use my health insurance?  What happens if I’m late to work?

3. Can you date co-workers here?  To be honest – my immediate follow up question to this, without answering his question, was – “Are you dating one of the employees here?”  To which he said “No” – but that he ran into this at another employer and didn’t want to ‘have any problems’ again.  So, you’re assuming we have folks here who are just not going to be able to hold themselves back and must date you!?  Is what I’m hearing!  Again, I’ll come clean on my next response – I told him “You’re allowed to date employees here, you just can’t sleep with them.” (That wasn’t actually our policy – but it was fun to say!) At which he had no response and I ended the interview.  Other questions on this same path: Can you drink alcohol on the job here?  Can you smoke pot in the work bathrooms?  Can you steal office supplies?

What has been the dumbest question you have ever heard during an interview you were apart of?

Launch and Learn

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I love HR Pros! I really do.

There is one common trait that many of the best HR Pros have – we love to have things perfect before we launch or go public with them!  BTW – this is specific to HR – Operations, Sales, Marketing, etc. are all willing to ‘try’ stuff – to throw it out there and see what happens.  In HR this is taboo!

Why is that?

For me this idea is the one thing that truly holds HR back from being innovative.  Think about these words from Mark Suster at the Both Sides of the Table blog:

“I’m sure you’ve all heard saying derived from Voltaire, “don’t let perfect be the enemy of the good” which in a way is encapsulated in the lean startup movement and the ideology of shipping a “minimum viable product” (MVP) and then learning from your customer base.

I think about this topic of perfection being the enemy of the good often. Because I live in startup land where everybody is a perfectionist. I think this is particularly true because every startup entrepreneur is trying to catch lightning in a bottle.

I hear about it in every first product release. You can see it in the founders’ eyes. They want the perfect feature set, the PR company lined up to do the perfect press release, they want maximum coverage, rave reviews, viral adoption and they want to sit back and then wait for the signups to come roaring in.

Life doesn’t work like that. And gearing yourself up for a lighting-in-a-bottle moment leads to bad company decisions.”

If those types of decisions lead to ‘bad company decisions’, inevitably those same types of behaviors will lead to bad HR decisions.

I hear what’s going around in your head right now, HR Pros!  I’m an HR Pro myself – that voice is hard to quiet.  “How can making sure something is perfect – a project, a program, a new process – be bad for HR and our organization!?”  Making something perfect isn’t bad.  Failure to launch is bad.  Also, taking too long or using too many resources to ensure perfection can be a huge negative to how HR, and you, are viewed.  In HR we aren’t trying to save lives or solve the world economic crisis – we have some room to ‘test’ and do some ‘trial and error’ – as long as communicate that is what you’re doing.

I’ll give you a little secret I’ve used for years in HR.  Like most of us in HR I’ve designed my fair share of new programs and processes, and I’ve tried to make them perfect.  To ensure I didn’t have something blow up on me – I always have done ‘soft’ launches.  I’ll launch with a single department or I’ll communicate out that this is a ‘test’ and we need feedback.  99.9% of the time my ‘test’ goes off without any issues and the ‘test’ becomes the program.  That .01% of the time that something goes wrong or there are errors – we chalk it up to why we ‘doing the test first’!  Everyone wins.  Employees and hiring managers get to tell you where you messed up without feeling like they’re stepping on toes.  You get to correct your errors without feeling like an idiot. The company moves forward – faster.

 

Recruiting, Reenvisioned

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What is the worst buying experience you’ve ever had?  For most people, it’s buying a car.  New or Used, it doesn’t matter – buying a car, sucks.  It starts with the sales person.  You go onto a lot, you see a car you like and you want to take it for a test drive.  The last thing you want is to have someone you don’t know, ride a long with you and make small talk when you’re trying to decide if the car if right for you.  It starts the entire experience off on the wrong foot.  Then you finally decide and you have to sit through a minimum of an hour while you do this stupid dance between the sales person and their ‘sales manager’ as you negotiate the car.  From top to bottom, most people would rate – buying a car – as the single worst buying experience they’ll ever experience.  The entire process is set up for the car dealers, not for the buyers.

From a recent article in Time on re-envisioning the car buying experience:

…“I wish the Apple store was more like an auto dealership.” Or even something like: “My check engine light comes on and I smile.”…When asked what car shopping should be like, Michael Accavitti, vice president of marketing at American Honda, and one of the judges at the challenge, offered the following description:

“It should be like when you go to an ice cream store. Everybody is happy at the ice cream store. They are laughing, smiling and joking. When you buy a car, it should be the same.”

Recruiting is a little like buying a car for a company/hiring manager/candidates.  It’s uncomfortable. Both sides want to ask things, but they don’t. Both sides want information, but it’s not shared.  In the end, one side usually feels like they’ve won, and one side feels like they ‘left something on the table.’

How do we change that?

That is a really difficult question.  Like the car buying experience, dealers and auto companies would have changed it decades ago if they would have a better answer.  The problem comes down to the company not believing the buyer is smart enough to understand their position and need for a profit.  “Hey, look, the car cost us $15K, we need to make $2K, the taxes will be $1K – it’s going to cost you $18K” Instead they they list it $25K, and let us feel like we are ‘getting a deal’ when they negotiate it down to a purchase prices of $21K – then we find out a neighbor down the street got his for $19K and we lose our minds.  Trust broken – you made one sale, you won’t make another.

I think, like the article explains, recruiting functions need to become more match making services versus we’re going to sell you what we have!  Ultimately, I’m not looking for the best talent. I’m not.  I’m looking for the best talent that matches my culture and can work effectively within our organization and those already in it. Those could be very different people.  Recruiting tends to only look, or mostly only look, for skill match.  Hiring manager needs Java Developer, Recruiting delivers Java Developer, one or both are miserable because they didn’t really match to begin with.  The problem with why we don’t do this now, is that it frankly takes to long and is too subjective.  Subjectivity causes HR heartburn.

I don’t have an exact answer, but I wonder what recruiting would look like if we went more match.com vs. monster.com?

 

Ugly People Hate Recruiting’s Newest Silver Bullet

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One really great thing about the traditional resume is that you can be a Troll and no one will know until you actually show up for the interview! Hey, getting to that point is half the battle.  Once you get into the interview room and you’re super uggs – you’ll get a courtesy 20 to 30 minutes at least.  This gives you some time to actually break down those initial rejections to your looks and prove yourself worthy of working with these beautiful people!  It’s really win-win.  Long live traditional resumes.

The reality is, ugly people are running scared right now!  While video interviewing and video profiles aren’t new – they’ve finally gotten to the point where ultra conservative corporate HR and Recruiting departments are beginning to use them.  The tech has gotten so simple, your baby boomer hiring managers can figure it out – at least if they can figure out how to open an email. Plus, the ROI on cost is ridiculously low, as compared to flying someone in for an interview.  It’s not if, but when, most companies will be doing video interviewing and screening as a major part of their recruiting process.

That sucks if you’re Ugly.  Now, you’ll never make it to that interview room for the courtesy interview – Video Interviewing Vendors have stolen your dream.  Blame them – and your parents for your genetics, heck blame it on the rain – doesn’t matter, you’re not making it through.  Unless!  Unless, you follow these easy tips for nailing your video interview/screening opportunity:

Don’t look like yourself.  Seriously – if you’re not the ‘pretty friend’ in your friend group, ask the pretty friend to help you get ready for the interview. It’s a video – not a runway – only worry about what you’re wearing from the shoulders up.  You have to have your best hair day ever.  Professional makeup – cover up anything you can see in good lighting.  Again, don’t do this yourself – ask someone much better looking than you for help – or pay to have it done.

Practice. Not into a mirror, not to your cat, not to your Mom.  Practice on video. Yes you can – you have a smart phone – just set it up on something and push record – then watch it back. Repeat 250 times.   You’ll instantly notice all the things wrong with you – that’s good.  Now limit those annoying things you’re doing, because that is what someone else is going to see instantly.  Practice is key, because most automated Video interviewing/screening systems only give a few minutes, and only one take.

Connect. Find a way to tell your story in around 90 seconds.  Also, have other stories about your experiences you can also share in 90-120 seconds. People won’t remember your skills – they’ll remember your story – your personality.  Practice these as well – so many times that they don’t seem like you practiced them, but come off as natural, as a good memory you are recalling.

Believe me, I feel for you.  Growing up a short redheaded kid on the wrong side of the tracks – I’ve been where you are now.  Don’t curse the game – it’s here to stay.  Adjust, learn how to play it better than those running it.  Be better than those pretty brainless idiots you’re competing against.  Capture the hearts of your tormentors.  Embrace your trollness!

3 Things You Can Do To Increase Your Female Engineering Hires

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I run a small technical recruiting company.  We hire mostly engineers and IT professionals.  It’s a good group to go after – they’re educated and higher level wage earners which typically cascades itself into other traits that are nice to work with – career focused, courteous, responsible, etc.  Because the technical demographic we go after – to be fair – it’s mostly men we have to deal with.  As any company who is trying to hire technical professionals can attest it is really difficult to hire minorities and/or females in the technical disciplines. Tough, but not impossible!

The one thing we hear all the time from almost every company we work with is, “Hey, if you ever come across any female or minority engineers let us know – we would be interested.”  Which begs the question – “Do you want me to find you a female or minority engineer?”  Of course they do!  But these good respecting HR Pros we work with will never say that because they think it’s against the law to say that.  Which it isn’t. But they assume it is, because saying the opposite would be!  (I.E., “Please don’t give us any female or minority engineers!”)  I won’t say the name of our client, but one Fortune 500 manufacturer we work with does actually use us for minority hiring and will say very specifically what they want.  Like they’re ordering a pizza!  It doesn’t bother me, because I know what they are trying to do is ‘right’ – they are attempting to have a positive impact on their diversity – I can support that!

I saw this from Etsy recently on how they increased their female engineering hires by 500%! Don’t go crazy – it was 20 hires – but still impressive.  Again, they’re a female dominated company, so as you can imagine that having female engineers was important to them, and you could probably also imagine females would be attracted to a female oriented company. From the article:

“Most technical interviews suck – fundamentally interviewers ask the question, “Quick, prove to me how smart you are!” “Smart” is not optional. “Quick” and “prove to me” are very rarely actually part of the job and you’re interviewing for the wrong thing – which generally sets up women for failure in the process…after two years, female engineers at Etsy are nearly 20% of the team, four and a half times what they numbered at the start of the initiative. When reached for comment, Etsy’s corporate communications would not comment on the current number of female engineering staffers, but told FORBES that the coming months would see the company making women a even bigger priority, particularly in the wake of the media coverage sparked by Elliott-McCrae’s presentation. After all, roughly 80% of the over 800,000 shops on the site are owned and operated by women. At a certain point, they should be represented from within the company’s ranks.”

So, how did Esty do it?  How did they increase their female engineering hires?  I’ll give you 3 things they did:

Step 1   Make it known publicly you want to hire women!  Too many companies decide behind closed doors this is something they want to do in their organization, but then never go the next step and let their staff know, let their industry know, etc.!  And not only that, but let your staff know why this is important!

Step 2  Don’t lower the hiring standard.  The first thing most companies do when an initiative like this becomes hot, is lower the standard. “Oh, you want more women. Ok, you need to allow us to hire entry levels and from ‘B’ level schools!” Don’t do that, you’ll marginalize the entire program and your people and your candidates will know it!

Step 3  Put women in charge of hiring women.  It’s Ok to have different hiring processes if they are both getting you, in the end, what you want as an organization.  You can make two interview decks, one for woman and one for men, that are both still valid and reliable.  It’s just hard, so 99.9% of you won’t do it. Have your female leaders interview your female candidates – they will do a better job at selecting female talent, especially if this is a huge organizational weakness you’re trying to correct!

The more you hire of any kind of person, they more your organization will start to take on those traits.  The more women you hire, the easier it will be to hire more.  It doesn’t happen overnight – but you can do it!

It’s Time To Change Your Employee Referral Program!

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The really cool thing about superheroes is that they are superheroes for a reason – they have someone who is their equal to compete against them. These competitors are the villains, and in the movies they’re doing bad things – but in real life these “villains” are only the bad guys and girls because they work for the competition.

So, how do you get your competitors talent to come over to your side and put on your company’s cape?  A great employee referral program is the key.

FOT is back at it with the March installment of our monthly webinar series. This month, with the help from the heroes at Zao, HR SuperFriends Kris Dunn and Tim Sackett will be laying down seven strategies that are guaranteed to put your employee referral program on another planet.  Join us Wednesday March 27 at 1pm ET and we’ll hit you with the following:

  • Seven surefire ways to engage your best employees and increase referrals (while ensuring your employees don’t refer SuperDuds!)
  • How to develop an internal communication strategy for your employee referral program.
  • The keys to sustaining your program long-term.
  • How and why trends like gamification can lead to better employee referral results.
  • The top three reasons 99% of employee referral programs fail and how you can make sure your employee referral program is delivering the goods all year long.

Don’t let your employee referral program fall to the Legion of Doom.

Register now for The SuperFriends: 7 Strategies to Get Your Superhero Employees to refer Their Arch Nemesis!