Category Archives: Leadership

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!!

Just Do HR

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If you’re active in HR and Talent Acquisition, especially in the online world (blogs, websites, podcasts, webinars, doomscrolling social media, etc.), you might sometimes feel like you’re not doing what you should be doing.

There’s a lot of noise out there, with people like me—and plenty of others—telling you what to focus on.

Funny enough, a lot of these folks aren’t even working in HR or Talent Acquisition right now. Some of them are really smart, and they moved to consulting or other roles because it paid better or offered a better work-life balance. But this isn’t about who’s got it right.

This is just a reminder that it’s okay to put your head down and focus on your HR and Recruiting work.

It’s fine if you’re not chasing the latest best practice or trying out the newest innovation.

It’s fine if you’re not overhauling HR and Talent Acquisition in your organization right now.

Sometimes, what we really need to do is keep things running smoothly. Take a moment to catch your breath. Build up a solid team around you, and get ready for what’s next. But for now, just do what you do best.

Make sure your employees are doing okay. See if there’s anything you can do to help them out.

Make sure they get paid correctly and that their benefits work when they go to the doctor.

Give your managers a nudge when they’re not treating their teams right.

Make sure new hires have what they need on their first day and feel welcomed.

And sometimes, it’s about helping employees who aren’t a good fit to find a job they’ll really enjoy—by letting them go.

When I write, I sometimes forget what it’s like to have a ton of priorities and know you won’t get to all of them. That’s the daily grind in HR and Talent Acquisition. I might tell you to try something new or be innovative, but I get it—some days, you just need to handle the basics.

I’ve been there. I’ve had days where even doing the basics was tough, and thinking about being the best or most innovative felt impossible.

On those days, I’d remind myself, “Today, I’m just going to do HR.”

I’d focus on what I was good at, on what I could control, and make it through to the next day—hoping that day would give me a chance to do a little better.

Help, this thing is broken!

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When I talk to people who have just started a new position as an HR leader, they often mention that the department they’ve inherited is a mess. Their main question is, “How do I turn this thing around?”

We’ve all wondered this at some point, haven’t we? Help, Timmy, this thing is broken!

Usually, your first leadership role isn’t handed to you on a silver platter. You’re brought in because something’s broken and needs fixing. It’s rare to step into a perfect setup where everything runs smoothly, everyone gets along, and the budget is overflowing.

If it were perfect, they wouldn’t need you!

Here are the steps I recommend from my experience in turning around struggling HR departments:

Step 1 – Don’t Expect Instant Cultural Change

You can’t change the culture overnight. The existing culture is strong and takes time to shift. The only way to change it immediately would be to replace everyone, which isn’t realistic. I mean technically it’s possible – but focus on gradual changes instead.

Step 2 – Look for Quick Wins

Find the easy fixes first. There are always simple things you can improve that will make a big difference. These quick wins create positive energy and give you time to tackle bigger issues.

Step 3 – Remove Problem Employees Fast

Don’t be afraid to fire toxic employees, even if they have essential knowledge. Negative people can drag down the whole team. If the department is already broken, a bit more disruption won’t hurt and can actually help in the long run.

Step 4 – Hire Loyal Team Members

Bring in people who are loyal to you first and the company second. High turnover in HR leadership can be a red flag. When interviewing, ask how many leaders came before you. A supportive team is crucial to help you through the tough times.

Step 5 – Have a Clear Plan and Communicate It

Develop a plan and get buy-in from executives early on. Keep them updated on your progress regularly. Change takes time, but consistent communication ensures you have the support you need.

Step 6 – Build Relationships with Other Departments

Make friends in IT, Marketing, Finance, Operations, and other departments. You need their support to drive change. It’s okay if not everyone in your department likes you, but you need respect and backing from other departments.

Step 7 – Change the Way You Talk About HR

Stop saying HR is broken. Use positive language to describe your efforts. Talk about building great processes, using top-notch technology, and developing amazing talent. Changing how you talk about HR helps change how others see it.

The hardest, most challenging, thing you’ll ever do is turn around a broken department, but it will also be the most rewarding and best thing that ever happened to your career!

That’s my mission, and I’m sticking to it!

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Most companies have fancy vision and mission statements. But let’s be real, living up to those missions often feels like a stretch. Don’t get me wrong—I’ve always been loyal to my employers and employees. I’d get the company logo tattooed on my ass if they asked.

But most of their mission statements are just plain boring. They all seem to say the same things: Quality, Integrity, Service, Innovation, blah, blah, blah.

Does anyone really think, “What the world needs is a company that makes lousy products, lies to customers, and treats employees like dirt”?

We work with a partner of the U.S. Army that blows me away with their “mission”. Every person there, from the janitor to the accountant, understands what their work means. Even if their job is literally sweeping the floors! They know that every product they make could save the life of a soldier they’ll never meet. These soldiers aren’t just names on a list; they’re someone’s family. Every day, these employees show up to work with one goal: to make sure their products protect those who defend our freedom.

Now, that’s a real mission!

When I was in HR at Applebee’s our “mission” was simple: make sure customers got their food hot and didn’t run out of drinks. It’s important for business, sure, but it’s not exactly changing the world, you know?

Take a look at your office’s mission statement. Does it really mean something to you? Because if it doesn’t, you might start feeling pretty blah about your job.

Having a sense of purpose matters.

It doesn’t have to be about saving lives, like it is for some people. I run a staffing company, and my mission is clear: I help people find jobs. And let me tell you, especially in tough times, that feels really important.

It’s great knowing you’ve made a difference in someone’s life by helping them find work. And even when times are good, I’m still on a mission—helping people find even better jobs or helping companies find top-notch employees. That’s my mission, and I’m sticking to it!

The Day 1 Speech

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Are you or someone you know stepping into a new leadership role? This guide is for you!

When starting out as a leader, there are two things you bring with you:

  1. Your resume
  2. Your speech

Your resume is easy. It’s all the crap you did in your career to this point. You’ll be judged on that resume by your new team. It can go several ways, but usually, if you get hired, you have the resume to back it up.

Crafting your Day 1 speech is the important part. It’s your chance to share your vision, goals, and leadership style with your team. Here’s what your speech should cover:

  1. Why you’re the right person for the job and what drives you.
  2. Your role and objectives within the organization.
  3. How the team fits into your plans.
  4. Clear metrics for success.
  5. Insights into your leadership style.

Although it might be tempting to wait until you’re more familiar with the team, it’s important to deliver your speech early on. Your Day 1 speech sets the tone for your leadership and builds trust with your team. Get ‘er done!

You are now the leader. All eyes are on YOU for the answers. You might not have any of them, yet, but you better make it sound like you have them, or you’re about to discover them!

You only bring two things with you into each new position. You only control one of them, at this point. Don’t miss.

So, you want to lead?

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I’ve been talking with a lot of C-suite leaders lately who are worried because they don’t see next-gen leaders on their teams. It’s not that they lack team members, but they don’t see these individuals as future leaders, or they feel they’re not close to being ready for leadership roles.

The current team members mean well. They want to be leaders and often talk the talk, but just wanting to be a leader isn’t enough. This is a common sentiment among C-suite executives.

Real leadership isn’t about making promises—it’s about taking action and producing results.

Give me someone who can achieve goals, and I believe I can help them become a leader. Too often, we look for leadership qualities like we look for friends. Is this someone I’d want to hang out with? Can I trust them? Are they pleasant? Do they smell nice? Do I get along with them, and do others as well? Would I follow them? If they jumped off a bridge, would I jump off a bridge?

I don’t need my leaders to be my buddies; I need them to accomplish tasks. Can you get things done without upsetting everyone around you? Finding this balance is important. Sometimes, we focus too much on one side of the equation, and it’s not the side of getting things done!

So, you want to lead?

Great! The key is to deliver results. The approach is simple, but many fall short:

Clearly explain what needs to be done. Identify and address obstacles. Set deadlines and agree on how tasks will be completed. Remove roadblocks and excuses. Follow up consistently. Emphasize accountability. Get things done.

In my experience, the most effective leaders don’t make promises; they deliver results. Every day. Every project. Leaders who rely on promises often fade away over time. Turns out most organizations value actions over words—they need tasks to be accomplished.

What it Really Means to Be a Partner

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In our little world, being a “partner” carries weight, right? But, serious question. Does anyone really know what it means?

I operate a staffing firm, where I end up working for free quite a bit. Staffing involves providing services up front, hoping to get paid when the right candidate is found. To succeed, you have to minimize the unpaid work as much as possible. I also speak and write in the TA and HR space, I do free work there too. A lot actually.

Often, I’m asked for “favors” – which translates to free work. Despite being called a “partnership,” it’s usually one-sided—I give, they take. I get it, though. Sometimes, giving something for free can lead to future benefits. It’s like a “loss-leader” strategy.

In my experience, this strategy succeeds about 20% of the time. People generally like helping when asked.

In real business partnerships, it’s similar. While you don’t want to work for free, you should always get something in return. Always.

For example, if you partner with a hiring manager, they should provide valuable feedback or help with networking. If they give nothing, it’s not a partnership—it’s a one-way street.

Genuine partnerships involve support, respect, and mutual benefit. Just calling yourself a partner isn’t enough—you have to act like one too.

Staying True to Your Game

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The saying “Stay true to the game” pops up all the time. It’s been around in sports and pop culture for ages. Basketball especially! (Side note: who do you have winning tonight?) Anyway, I feel like I keep hearing it more and more.

“The game” stands for your thing, whether it’s sales, accounting, basketball, you name it. For me, it’s recruiting. Whether third-party, corporate, or RPO, we’re all in the same boat.

Being true to recruiting is kind of subjective. What does it even mean?

If you zoom out from recruiting and think about staying true to something you’re passionate about, how do you do it? How do you make sure it’s a priority? What do you do to show you’re committed?

This way of thinking sets the stage for understanding what it means to stay true to recruiting.

Recruiting is my thing. To keep it real, I stick to a few key things:

  1. I soak up as much recruitment info as I can.
  2. I connect with top-notch recruiters.
  3. I swap stories and tips with fellow recruiters.
  4. I’m always looking for ways to improve my skills.
  5. I know that staying loyal to recruiting is a choice I make.

Staying true to recruiting means always aiming higher, personally and professionally.

Sure, it’s not always easy, but it’s about staying true to the game.

So, here’s the deal this Monday. Share what your thing is in the comments below. Then, let us know how you’re staying true to it this week. Go for it.

Let’s Kill Direct Deposit

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Remember the excitement of getting a birthday card and feeling a little cash fall out? I know we all felt it.

In the past, payday used to be the same. It was a big deal. You’d get your paycheck handed to you in person, maybe chat a bit with your boss or HR, and it felt good. If you’re too young to remember, just ask someone older than 30—they’ll fill you in.

Picture this: a physical piece of paper you’d take to the bank, sign, and walk out with cash. It was a whole event! But now, that tradition has pretty much vanished.

These paycheck deliveries did some very motivating things that we have now lost:

  1. The thrill of payday! Back in the day, as paychecks circulated, you could practically sense the excitement rippling through the workplace. Managers or HR reps would stroll around, engaging in light conversation, and offering cheerful remarks like, “Enjoy your weekend!” or “Don’t splurge it all at once!”—or, my personal favorite, “Can I borrow a buck?”
  2. Building bridges with leadership. Handing out paychecks compelled many leaders to step out and personally deliver earnings for the week. It created opportunities for them to talk with each team member and drop a couple of dad jokes asking if they’d like their paycheck with extra zeros this time around.
  3. A symbol of achievement. Holding that paycheck was like clutching a trophy. And everyone got one. It felt like tangible proof of your hard work and dedication. There’s something special about seeing, touching, and yes, even smelling the ink on that piece of paper—it’s a sentiment that resonates, especially for those of us who grew up in the ’70s.

The switch to direct deposit might be more efficient, but it’s lost some of the personal touch. No more Friday visits from HR, no more chats with coworkers, and no more physical evidence of your earnings.

Would you ever consider going back to handing out physical paychecks? I’m sold – show me the cash!

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?