Category Archives: Leadership

Career Confessions from Gen Z: Texas Tops List for Women Entrepreneurship!!

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Did you know that, currently, there are more CEOs named “John” than all women CEOs combined? But fear not! There is hope on the horizon. Texas has recently been named the best state for women entrepreneurs based on several scoring categories.  All your exes live in Texas, and they might be entrepreneurs!

When I first saw the rankings, I expected to see New York and California at the top of the list, yet neither of those states was even in the top three! So, how did our great Lone Star State receive the number one spot? The rankings were measured by the following factors: general business climate, opportunity for women in business, economic and financial health, and livability for women. Not only did Texas score the highest average on these factors, but thanks to Texas’ generally low cost of living, paired up with exponential startup growth, Texas beat out New York and California (Focus).  Additionally, Texas has a progressive political climate in its capital and no corporate income tax.

While this is great news, it also opens the conversation of how we can improve the climate for women in business even more. Women in business, whether they live in Texas or Maine still face challenges. For instance, did you know that on average, women receive 45% less capital than men when applying for business loans? (fitsmallbusiness.com) Consider this, of all the investing decisions from venture capitalist firms, 94% of these decisions were made by men- one of whom probably is named John. So, while the business environment for women is improving, we still depend mainly on men to invest in our ideas and pursuits.

Recently, I attended a presentation hosted by Suzi Sosa, co-founder, and CEO of Verb Inc., a leadership software company. In her presentation, Ms. Sosa discussed her struggles as a woman in the business world. She told us when she was looking for funding for her company, her mentor suggested she change her hair, put more makeup on, and dress more “femininely”. She also disclosed that several married men who invested in her company propositioned her romantically afterward. She told us she felt pressured to change the way she looked and acted in order to “fit in” to man’s perception of business. In response to this, Sosa brought to light the fact that women need to help each other out more in order to shift this perception.  Sosa described her attempts to find new investors through her female connections in the Austin area, all of whom politely declined for fear it might make them look unprofessional in their respective business circles.

To clarify, I am not writing this as an attack on men, quite the contrary. I am writing this as a call to action to women. The business climate is changing for us, and for the better. However, if we truly want to be on par with men, we need to start by being more confident in our own abilities.

As a junior in college, I have started to notice not only fewer women in my classes but also less participation from them; we don’t ask as many questions and we don’t give our input as much as our male peers do. College should be a healthy environment for women to learn to trust their business guts and to question the status quo. But, whatever the reason might be, we as women are less participative in business classes, which then transfers into the greater business world. While this may sound like a bit of a bummer, the good news is we have the power to change it. It is time that we, as women in business, start speaking up, ask more questions, and learn to trust our guts.

The climate is shifting in our favor, and self-confidence is key. However, self-confidence alone is not enough for us to break through the glass ceiling. It seems that women in business are continually pitted against each rather than encouraged to help one another. If we want to be seen as true equals in the business sphere, we need to invest in each others’ ventures, bring fresh faces into our business circles, and not be afraid to advocate for our own ideas. I’m grateful for Texas and its opportunities for women in business, but there’s always room for improvement and for more women CEOs.

Elena Moeller is currently junior at the St. Edward’s University and Intern of all trades for Proactive Talent in Austin, Texas. Being born and raised in Minnesota I grew up playing hockey, riding snowmobiles, and fishing. One thing you should know about me is that I have never been labeled as shy- I live for getting to know new people and learning new things. This has enabled me to travel the world, become fluent in Spanish, and live in Milan, Italy where I learned a bit of Italian! I find I am happiest at work when I am able to spark my creativity and create something that is useful for our company but is also an entertaining read.

Finally! A Plan for Employee Smoke Breaks that Works!

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I’ve long been very outspoken about how I hate employee smoke breaks. I don’t smoke and I don’t get a paid hour each day to just stand outside and slowly kill myself! I do love diet Mt. Dew! Can I stand outside, get paid, do zero work, and just drink my diet Mt. Dew? Of course not, I would be fired!

Finally, a company came up with a plan to solve the employee smoke break dilemma. A Japanese company (smoking is huge in Japan) decided to reward non-smokers with paid time off! From the article:

Piala, a marketing firm based out of Tokyo, begun offering its non-smoking employees extra paid days after an employee complained that colleagues who take breaks throughout the day to smoke often end up working less…Piala began offering the days-off incentive in September, at which point the company employed about 120 people, of which more than three dozen were smokers. Since then, four have quit smoking, Matsushima said.

I LOVE this!

This works because it’s not negative to those who smoke. Go ahead and keep smoking, good for you! But, if you don’t smoke, we’ll give you an extra 6 paid days off per year. It encourages some folks to quit, become more healthy, and get a benefit.

Plus, it solves the time away from work issue for those who don’t smoke. Non-smokers, because they don’t take smoke breaks, potentially have the ability to work more time and it’s easy to see how this is unfair to those workers who choose to not smoke.

Smokers cost employers more money, that’s a proven fact. The health insurance increase alone is giant, but also you have the issue of non-productive, paid breaks. Paying the extra six days to non-smoker employees is fair, and the hope is you’ll entice your smokers to give it up to get the extra time off.

This is great HR.

Thinking outside the box, doing something differently, to turn a negative into a positive, and allow your employees to still have a choice. It’s really hard to make that happen, but I love this forward-thinking plan.

So, what do you think? Would your organization be open to doing something similar? What stands in your way?

It’s International Women’s Day! Is Your CEO Female? #ReferHer #BalanceForBetter #IWD2019

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6% of CEOs in the S&P 100 are female. 50.8% of the population is female.

I’m not super at math, but that seems like a disconnect, right?

Today is International Women’s Day and a young lady (Tatiana Hollander-Ho) reached out to me this week. She’s an entry level marketing pro for The Ladders, 2018 grad from NYU and she said, “Hey, you have a passion around women in the workplace and I want to get this #ReferHer going and make a difference. Can you help?” (FYI – go connect with her – she’s going to be a great one in our industry!)

I can do what I do, which is write about and socialize it and support it! #ReferHer is an awesome idea. We need to refer more women to leadership positions, period.

I’m not one of these dudes who just goes out and flies the female flag because it’s the politically correct thing to do. I’m also not one that buys into the bullshit studies that say “Female CEOs return better financial returns!” – those are bad studies with flawed data – you can’t run a regression on companies run by women and the financial performance and call that good data.

There might be a correlation, but there is absolutely no causation. If you believe in those studies, you also believe in the study that says if your name is Mike and you’re over six foot and you are the CEO of a Fortune 500 company, you will have higher financial returns than anyone else, not named Mike. Those two studies say the exact same thing.

That’s the problem, right!? You see it, right!? You can’t just throw out garbage and expect smart people not to get it and just blindly support females. The opposite actually happens. Smart people see that and go, that’s not what that says, so now I don’t buy any of it. Smart people – both women and men.

I’ve worked for great women. Strong women who are great leaders. These women, in my opinion, had many traits that most of the male leaders I’ve worked for didn’t have. In most cases, these traits made them leaders employees wanted to follow, not forced to follow.

We have this awful bias that says white dudes over six feet make better leaders. It’s literally been drilled into us for 100 years. Look at the Presidents all the way up to Obama and after. White dudes over six foot have nothing buy stature. We are betting that the trait of stature is the most important thing for running a high functioning organization. It’s insanity, right?

The reality is we can solve this. We can. Not overnight, but little by little.

It starts with flooding your leadership ranks with women. That means we have to give opportunities to women to move into leadership in ways we haven’t before. We have to develop Women Leadership Councils in our organizations who can tap on the shoulders of female employees and invite them in and mentor them into leadership roles. We have to purposeful about doing this. It won’t happen organically, we’ve been waiting for a hundred years for it to happen organically.

So, how do you start?

It’s super simple!

Step 1 – Tell your c-suite you are starting a Women’s Leadership Council in your organization and you need their support. 100% will give their support because if they don’t the backlash would be tremendous.

Step 2– Be inclusive, not exclusive. If a woman in your organization shows any sign of potential leadership you pull them into your council.

Step 3– Focus on hard leadership skills, not soft skills. Give them the inside information around how the company makes money or doesn’t make money. Show them how to budget and write a budget. Teach them how to performance manage. Show them how to balance themselves for great success. Show them how to support each other in this drive upward.

Step 4 – Make your C-suite come, present, participate, and watch. They need to see your smart females in action.

Step 5 – Draft your high potential leader internal mobility charts and scoreboard it publicly within the c-suite. Tell them the minimum goal is 50/50. Show it to them monthly.

Step 6 – Make female leadership goals/hires part of your c-suite annual bonus. At least 30%.

It can be done. This isn’t hard. But it has to be purposeful.

Check out LinkedIn’s Gender Insights Report as well it’s loaded with great information on helping solve this problem!

Dark Horses – Being Successful When You Shouldn’t!

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Just got done reading a really good book recently by Todd Rose and Ogi Ogas, titled, “Dark Horses: Achieving Success Through the Pursuit of Fulfillment“.

The main author, Todd Rose, had a unique journey to becoming a Harvard Professor and graduate. He was a high school drop out with a pregnant girlfriend and no real ambition in life, going down a complete path to failing at life.

He found out you could actually go to community college without having graduated high school and decided he was interested in psychology and just started taking classes while working full-time dead-end jobs. So, when he writes about ‘dark horses’ he’s writing from something he knows very well. He was the ultimate dark horse!

We all know people, or have met people, that when you hear their story there is no reason in the world they should be successful. They didn’t have the breaks they needed. They weren’t overly talented in any one thing. But somehow they made it go through and ended up on the other side to become successful.

Rose and Ogas did a bunch of research to find out why. Why do these dark horses become successful? What is it they do differently from others in similar positions to achieve success? They found four main behaviors and traits that set dark horses apart:

1. They know very specifically what motivates them. 

It might be some video game, or weed, or stars, or sneakers, etc. It doesn’t actually matter what the ‘thing’ is that motivates them, but the clearly understand they are motivated by this one thing and they are going to follow through on it until the end.

2. They know their choices and make choices that will allow them to do more of what motivates them. 

If you’re motivated by sleep and choose to sleep constantly, well, you’re just an idiot. If you’re motivated by getting a perfect night sleep and you start really researching what makes a perfect night sleep, and then you start a mattress company to build the perfect night’s sleep. Well, then, you’re a dark horse. We all have choices. Dark horses make the choice that keeps them chasing what motivates them, every time. They don’t get pulled off course.

3. Dark horses are great at trial and error as it relates to finding the strategy that will lead them to success. 

There are a million ways to skin a cat, as the saying goes. Turns out there isn’t one right way to do anything. Dark horses will keep trying to new strategies to achieve what motivates them, eventually finding the strategy that fits them perfectly. It might not fit you or I, but it does fit them. The key is to keep testing strategies until you find the one that fits you.

4. Ignore the destination. 

Dark horses don’t focus on an end. In fact, they probably don’t even realize there is an end. They love ‘something’ and they just want to keep doing that something. There isn’t this mythical end where they cash out and retire. In their mind, they are doing what they love and they are just making the next decision to keep doing what they love, or chasing after what they love, perfecting knowing perfection will never be met.

This is who I am. This is what matters to me. This is what I’m doing next. 

That’s a super powerful mantra to life!

We are told constantly to begin with the end in mind, but for many people that approach isn’t satisfying. If I love what I’m doing and it matters deeply to me, why would I focus on an end?

Well worth the read, go check it out.

The 1 Thing You Need to Do to Get the Job You Always Wanted!

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Last week I got a call from an old work friend. He wanted to have lunch.  He just left a position and was in transition.  Not a bad or negative job loss, just parted ways.  When you get to a certain executive point in your career, it’s rare that bad terminations take place. It’s usually, “hey, we like you, but we really want to go another direction, and we know you don’t want to go that direction, so let’s just shake hands and call it a day, here’s a big fat check.”

Executives get this.  For the most part, there aren’t hard feelings, like when you were young and lost a job. I usually find that the organization the person is leaving from are super complimentary, and usually takes the blame for the change.  Executives in corporate America are like NFL coaches. You get hired with the understanding that one day you’ll be fired.  It’s not that you know less, or aren’t going to be successful in your career, it’s just that the organization needs change, and you’re part of that change.

Welcome to the show, kid.

My friend decided that he was going to find his next position not through posting for positions online, or trolling corporate career pages, he was going to have lunches.  About two per week, with past work friends. Let’s connect, no pressure, we already know each other and I want to catch up.

You see, in 2019 you don’t find great jobs by filling out applications in ATSs and uploading your resume to Indeed. You get great jobs because of the relationships and personal capital you’ve built up over your career.  Having lunch and reconnecting turn on a relationship machine. I believe that people, innately, want to help other people. When a friend comes to you with a situation, and you have something to offer or help, you will do that.

The problem is most people who are looking for great jobs don’t do this. They lock themselves in their home office and apply to a thousand jobs online and get upset when nothing happens. Great jobs aren’t filled by ATSs and corporate recruiters.  Great jobs are filled through relationships. Every single one of them.

Want to find a great job in 2019?

Go out to lunch.

3 Ways to Increase Employee Productivity that Doesn’t Entail Pain or Torture!

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The holy grail of great leadership is simply getting the most positive productivity for an extended period from your team. That. Is. It.

If I take your current team and I get them to do more work that is of the same or higher quality, I am a better leader than you are. “Yeah, well, they don’t like you as much as they like me!”

I wasn’t hired to be friends. That’s a different game that I can also win if you want to play!

Productivity is the ultimate measure. It leads to better business outcomes. Highly productive employees stay at their jobs longer and have higher rates of job satisfaction. While that end measure of productivity is a great measuring stick, actually getting increased productivity in a positive way is super hard!

I’ve found three ways to get increased productivity where both the leader and the employee feel good about the outcomes:

  1. Deliver career value to the employee. 

An employee that truly believes you have their best career interest at heart will run through walls for you, but they really have to believe you are helping their career. That means you have to be very transparent about how this increase in productivity will lead to what they want, not what you want and the organization wants.

Also, if you lie about this and don’t deliver, you’ll lose this employee forever. You need to put in the time and work to put yourself in the position to start acting like their career mentor, it just doesn’t happen overnight. Be clear of the path and process you’ll be taking them on.

  1. Acknowledge individual productivity increases in a public way, especially to the senior most leaders of the organization. 

Appreciation is paramount in getting and extending productivity increases in your employees. One way I love to support the leaders in the organization is to manage-up to those leaders by giving them information on specific individuals that I want to have them give appreciation to.

I will send the leader a message that states specifically the person, their email address or phone number, and what they did that was above and beyond. Then, I go one more step! I will tell the leader specifically what I expect them to do with this information!

It sounds like a bit of micro-managing but in reverse. What I’ve found is leaders are busy and they love that I give them all the information and what specifically I expect them to do with that information. They know that the employee will love getting the appreciation, and they love giving the appreciation, and in how I’ve delivered this to them makes it super easy for the leader to execute!

  1. Define, specifically what ‘extra’ is and what the employee will get in return. 

Too often, I find, employees believe they are going above and beyond when the leader only sees them doing the job they were hired to do. Great performance management is about defining what is expected in the role, and specifically what it takes to thrive in the role.

Once you do this as a leader, getting more is just a function of seeing which employees want to reach that next step and rewarding that effort. No yelling. No kicking and screaming. Just acknowledgment of great work done by employees who want to be successful in their chosen job.

To learn more about Increasing Productivity in your Workforce check out the great resources at Trakstar!

Budgeting Yourself to Below Average Recruiting

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I was with a great group of TA leaders this week at the ATAP annual board meeting. One of my colleagues made a comment during a break:

“You can’t budget yourself to great TA”

A Great TA Leader Once Said

Meaning, if you keep cutting your TA budget year after year, eventually your tech is going to be so dated, or behind the times, that you won’t be able to ever pull yourself out of the hole you budgeted yourself into. While you’ll save some money in the short term, ultimately these ‘cuts’ to the budget will cost you more overall when it comes to filling positions.

Ideally, you work for a c-suite that actually understands this and they aren’t coming to you asking for you to cut your TA budget and produce more quality hires, faster! That doesn’t really work, unless you’ve gone a run of ten straight years of padding your TA budget year after year with extra and this budget cycle is about getting back to a midpoint.

I’m not saying you need a ton of budget to have solid TA tools and processes. Too often we overspend on technology that has a lot of promise, but little actual, proven ROI. Also, we hang on to bad budget investments. Most TA leaders I speak to don’t have a real clear picture of what their best sources are and how much they are paying for each source.


When they run this analysis and really dig in, they always uncover a bucket of money that is being thrown away, but it’s a ‘legacy’ tool that at one point they relied on, but now it’s not producing like it once did, but they hope it’s going to come back, so they keep throwing money at it. It’s really scary to cut a tool that is actually producing hires, even when that tool is expensive, because we believe if we cut that over-priced tool we won’t get those hires from somewhere else.


Let me give you a Pro TA Tip! You will! Cut that $50K tool, take $25k of that money and give it to your most productive source in some way and you’ll most likely actually get more hires from that investment then you got on your weaker performing over-priced tool.

I don’t like to go backwards on my TA budget unless we know we’re going to have less hires for that budget year, or we are doing something to increase retention that will impact our capacity in a positive way. Every single time I’ve been asked to cut TA budget, but still produce, we didn’t get better, we fought like crazy to stay the same, or we got worse.

Be careful my TA friends when that budget director, CFO-type comes to you looking for cuts, but also wants you to produce the same or more. If you get trapped into this scenario make sure they give you some concessions on what they are willing to give up when it comes to your team’s services and make sure to continually remind them of your budget cut each time they complain that recruiting isn’t getting the job done!

@SHRM Making a Stand for Hiring Candidates with Criminal Record!

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When it comes to hiring bias in America we HATE hiring 3 types of candidates:

  • Old People
  • Fat People
  • People with a Criminal Record

SHRM decided to try and make an impact and help those with past criminal records get hired with their new initiative called: Getting Talent Back to Work. 

GTBW is an initiative launched by SHRM to get employers to join in and take a pledge that their organizations will work to put people with criminal records back into their hiring pools. Koch Industries, a multi-billion dollar corporations with over 120,000 employees was SHRM’s launch partner, which drew some eyre from some of the HR blogging community.

When I first heard of the program, and HR blogging blow back, the first thing came to mind was the quote:

“Misery acquaints a man with strange bedfellows” by William Shakespeare from the Tempest

There are millions of American workers right now who are miserable because they have a record and we will not allow them to pay their debt to society.

This was the same language used by Torin Ellis and Julie Sowash on their entertaining podcast Crazy and The King. Where Julie was really upset by the Koch relationship because of their conservative political stance, and Torin saw it a little less so, which I thought brought great balance to this discussion. Not blind at all to what is going on, but also hopeful and realistic to how difficult this issue really is to change.

So, what do I think about all this?

Making change is messy business. Getting people with criminal records real jobs isn’t something we’ve done really well in our society. 1/3 of Americans have some sort of criminal record and we can’t just throw all of these people away. We have to start truly believing that a debt paid, is actually paid.

Johnny Taylor has a giant association to lead. Some of those SHRM members are ultra liberal. Some are ultra conservative. Some are socialist. Some are religious zealots. Some are atheist. While some HR bloggers hate him for allowing Koch Industries to be apart of this program, I find this view to be exclusive and not inclusive of all.

Odds are there are as many people who love that SHRM has Koch Industry as a partner, as there are people who hate that SHRM has Koch Industries as a partner (with 300,000+ members the stats will play out like America in general). By the way, SHRM also has over 500 other organizations that have stepped up and taken the Pledge! Which is what this is really all about!

Like the ex-criminals we are trying to help get them back to work, why is it we believe that Koch Industries can’t help in this situation? We all have things in our life, in our past, that some wouldn’t agree with, and things that people would love, no matter our political persuasion.

Our reality is almost every organization is or has probably done some crap we all can’t agree on, but they probably are smaller, or keep a lower profile, or believe in what you believe in, so we give them a pass.

I have many friends who lean very heavily liberal. Also, some ultra-conservative. Also, some socialist, and Libetarian, and who knows what else! I don’t agree with their politics and they don’t agree with my moderate politics, yet we can work together to help others and solve problems. It’s not all or nothing. That’s not how our country works. If my neighbor views the world differently than I, I don’t watch his home burn down with him in it, I run in and save him.

We are intelligent beasts that have the ability to separate one ideology from another, and while we won’t always agree it doesn’t mean we can’t find value in one another. We are HR! We own D&I. We need to stop making Inclusion, exclusive to one belief and not all beliefs.

So, kudos for SHRM in launching this initiative in getting organizations to really dig into this issue of hiring people with previous criminal records who have paid their debt to society. Kudos to each and every company that has taken the pledge to help these people who desperately need it.

I encourage you to go take a look at the site and decide if taking this pledge is right for your organization!

Career Confessions of Gen Z – The Holy Grail of Benefits

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Welcome to the reboot of Career Confessions of Gen Z! I started this in 2018 with my Gen Z son, Cameron, and the response was off the charts. So, in 2019 I found 8 great Gen Z HR, TA, and Marketing pros to continue the Gen Z content. Enjoy! 

The early members of Generation Z have entered the workforce and the rest of the 61 million Gen Z’s are on their way. A big question that employers have been asking regarding this generation is, “What do we offer to attract them to our company?”.

To attract and retain this generation, many companies have been altering their benefits and internal culture to be more appealing. More and more companies are now offering things like a flexible work-life balance schedule, remote work days, casual dress codes, a 401k match, advancement and rotational opportunities, and etc.

While those benefits are appealing, only 4% of companies are offering the most attractive benefit that will not only attract Gen Z candidates, but will generate major employee loyalty. That benefit is Loan Forgiveness Assistance.

CNBC reported that eight in 10 workers with student loans say they would value in working for a firm that provides extra dollars for student debt repayment.  I find it hard to believe that number isn’t 10 out of 10!

In the U.S, people collectively owe $1.5 trillion in student debt. Most of that student debt belongs to Millennials and early Gen Z’s. An additional $1.27 trillion in new federal student loans is estimated to be added between now and 2028 by Gen Z. This generation is going to find themselves in the same debt situation as Millennials as tuition rates continue to rise.

Student debt is a real, growing problem that employers can help reduce and that we want them to help us reduce.

Not only is contributing toward student loan debt a major perk for employees, but it also ensures employee loyalty and retention. By offering this benefit, employers are giving their employees an awesome reason to never leave their company and to want to work their asses off for them.

I have a few Gen Z friends that are in companies that have some sort of student loan repayment assistance in place and I can tell you that they never plan on leaving those companies. The fact that the companies make contributions towards their student loans was also one of the major reasons they chose to work at their companies. They scored the holy grail of benefits when they accepted their jobs!

There are a few different ways in which employers can offer loan forgiveness assistance. To learn more about what other companies are doing and how student loan repayment assistance programs have been mutually beneficial for employers and employees, consider reading the following links:

A 401(k) Twist on Student-Loan Aid

Student Loan Repayment Is The Hottest Employee Benefit Of 2018

How Student Loan Debt Impacts Your Employees

Student Loan Repayment: The Job Perk Of The Future

Hallie Priest is a digital marketer for HRU Technical Resources, a leading engineering, and IT staffing firm based in Lansing, MI, using her skills to create content to serve all involved in the job seeking/hiring process. When she is not strategizing campaigns, going over analytics, or talking about her dog you can find her at the nearest coffee shop fueling her creativity. Connect with her on LinkedIn: www.linkedin.com/in/halliepriest


New Findings from the 2018 Candidate Experience Research Report

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Over the last 8 years, the folks over at the Talent Board release an exceptional research report around Candidate Experience (CX). This isn’t a small sample report, over 130,000 candidates provided feedback! The 2018 Talent Board Candidate Experience Research Report can be downloaded by following this link.

I love this report because it’s designed to not only give you the data, but also to help every organization, of every size, increase their CX. Turns out there are certain things that companies that win the Candidate Experience awards do, like:

  • Acknowledge a candidate’s interest and provide closure. (it’s what every candidate wants – did you get my application and what happened)
  • Provide consistent communication to candidates throughout the process.
  • Ask for candidate feedback, not only at the end.
  • Hold their TA team responsible for CX measures.
  • Be perceived by candidates as having a fairer process, in terms of candidates feeling they were able to show you who and what they are.

All of that seems easy enough right? It’s not rocket science, yet so few companies actually deliver on these simple things.

The 2018 report also found a few things that I thought were pretty interesting as well.

1 – Corporate TA shops who outsourced their recruiting function to third-party, RPO, or HRO vendors, candidates actually rated those organizations better for CX! Over in-house TA shops, both centralized and decentralized. WHAT!?! There’s no way, Tim!

Way! Think about how outsourced recruiting vendors survive. They survive by delivering recruiting better and more efficiently than you can yourself, otherwise they wouldn’t exist! It’s built into their contract and SLAs.

While I found this surprising at first glance, it makes sense. It also screams to me as a TA leader that we as leaders fail in-house by not holding our teams accountable to delivering great CX. The good news – that’s actually a simple fix!

2 – Only 7% of Corporate Recruiters and Hiring Managers call candidates who are rejected after an in-person interview. But, that 7 % that do see their CX ratings jump 28% higher than those who don’t.

7% is shameful. You take a candidate all the way through your process to the final step of having that personal interview and you don’t reject with a bit of personalization. You send them a stupid email!?!

We are better than this. You, personally, reading this right now, would be pissed off if this happened to you, yet 93% of us are doing this to candidates. Good news – this is also a super simple fix! Pick up the freaking phone!

Go download the report. Use it as a tool to take your TA team through a session and analyze your current process. One of the main issues you’ll find is your process is actually decent, but the variability of how each recruiter is running that process varies widely. That’s your biggest problem!