Category Archives: Leadership

The 5 Skills I Honed From Other Jobs That Have Served Me Well in my HR Career

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Believe it or not, I didn’t go to college thinking, “Oh boy! I can’t wait to work in HR!” And there’s a pretty decent chance you didn’t either.

Eventually, if you’re like me, you got some official HR education under your belt. But a lot of the skills you use every day are skills you probably didn’t learn for the first time in an HR class. You learned them before all that—at home, or at some earlier job, right?

Here’s how it went for me:

My undergrad degree was in elementary education. Back then, my goal in life was to teach your kids how to finger paint and blow up stuff in science class. At the time it seemed like the best gig on the planet. Kids are easy to make laugh and I got my summers off. That all seemed pretty awesome. Plus, being a dude in elementary education, meant it was usually me and like 30 female teachers in the school. I wasn’t the best looking guy, so I liked those odds!

After doing a little teaching, I moved into sales and recruiting for a while. I’m a mile wide and inch deep, as they say, so I was able to carry on a conversation about just about anything. So, those two careers worked really well, because it’s pretty much just getting people to trust you and then talk them into something where they’ll never trust you again!

Then, to my good fortune, I sort of fell into HR. When I was in recruiting, one of my clients was an HR leader for General Motors. He took a liking to me and I thought he had the best job on the planet, so he encouraged me to get my master’s in HR and he would help me get a real HR gig.

When I got my first job in HR, what I found was that all of the skills I learned being a teacher, a sales pro, and a recruiter were all skills I that really helped me in HR. Here’s five in particular that have come in handy.

Being Confident: Turns out elementary age school kids can smell fear like a pack of wild dogs! When you step into a classroom and you lack confidence these little monsters will attack! So I had to learn very quickly as a teacher that even if I didn’t really need to know anything about what I was trying to teach, everything would be okay as long as I controlled the room with confidence.

Similarly, in HR, people will question you constantly, unless you can portray similar confidence in your abilities. And compared to a pack of eight-year-olds, they’re pretty tame by comparison!

A Good Attitude:  When I got into HR people kept telling me, “Hey, you’re not like every other HR person I know!” What they were saying was, you’re always positive, most HR pros come across negative. (Which I don’t think is fair.) My first job out of college was as an agency recruiter. You better have a great attitude in that job, or you’ll fail for sure!

Being Proactive: A lot of HR folks see their jobs as being firefighters. In other words, they wait for problems, and then try to solve them. When I got into HR, I decided I didn’t want to think that way. I wanted to be proactive. Nothing was ever good enough, we needed to make it better. Everything was broken because I just broke it, so we could make it better. I found as a recruiter early in my career the engineering hiring managers I worked with had thoughts like this and responded well when I came at them with ideas in the same mindset.

Being Humble: How can you be confident and humble? It’s hard, but you can do it. As a teacher, you have to do what you say, or your kids will never let you forget. Their memory is a like an elephant’s! The best sales pros are also very humble in a way you feel connected with them, that makes them relatable. The best HR pros are reliably humble. You can count on them and admire their willingness to put the organization’s needs in front of their own.

Being Persuasive: As a teacher, I had to ‘sell’ ideas to kids thousands of times per week. As a recruiter, I had to sell jobs to candidates all day, every day. And having the ability to sell ideas and projects sets great HR pros apart from average HR pros.

Why were these skills important for me to learn? They all help get the tools and technology I needed to be a great HR Pro!  These skills help make me build a story around how we are going to get better and eventually become world-class. I want those that I support and those who support me to truly believe the only choice we have to get better is to take Tim’s advice and go get that technology solution!

(P.S. If you want more ideas on how to convince your boss to give you the budget for cool new stuff, download this eBook I wrote.) —

Anyway, that’s how it went for me. How about you? What skills did you never learn in HR-school have been the most important to you? Please share in the comments below.

(Oh, and if you’d like to read more interesting posts on how to bring more of the soft skills you learned outside HR to your job, check out this awesome blog post right now:

6 Tips on Creating a More Empathetic Leave of Absence Process,  by my friend, the excellent Dawn Burke, VP of People for Daxko!

What Are You Doing With Your 30,000 Days?

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I had something happen to me recently that was really just one more reminder that life can change in an instant.  It seems like life has a way of trying to shake us awake and bring your focus back to what’s really important when we start to focus on things that really aren’t that important.

Here’s the deal.  If we are lucky we each have about 30,000 days to live.  (I’ll wait, go ahead and do the math…) Welcome back. 30,000 days seems like a lot of days.  The thing is that 30,000 number is really the best case scenario.  Many will not make it to 30,000, and those that do, I can’t tell you those 30,000+ days will be your best days.

So, what are you doing with your 30,000 days?

I won’t say I’ve wasted 16,000 already because I’ve done some pretty remarkable things.  I’ve got a great wife. Three great kids. That awesome puppy in my arms.  A solid career.  It’s taken all of those 16,000 days to get to this point.

Here’s what I’ve learned to this point in my 30,000 days:

– I’ve stopped valuing how valuable each day is.  I mean, I value all that I have and my life, but it gets lost on the daily basis of life.  I get the big picture, small picture overtakes it constantly.

– I don’t enjoy the things I enjoy, enough.  I have enjoyment, but if I only have 30,000 days, I should be enjoying those things more.

– I don’t spend enough time with those I love.  In the end, I won’t cry over not being able to work another minute.  I will cry over not having another second with those I love.

My guess is many of us will have the three things above in common.  Many of us are in this race of life.  Until we realize we are just racing to the end. At which point, you’ll go, oh wait a freaking minute, I don’t want to win this race!  Go ahead, I’ll catch up later!

This doesn’t mean I want to sell off all my worldly possession and walk the earth like Caine from Kung Fu (look it up Millenials).  I don’t.  I like my stuff!  It helps me enjoy my life.  I like my work.  I like to play more than work (my guess is that’s 99.9% of the world!).  This isn’t about balance.  30,000 days doesn’t care about your stupid balance.  It’s a clock, and it’s ticking.

In my 30,000 days, I want to leave the world a better place than when I arrived.  To each of us, that means something different.  One person might want to care for sick kids. One might want to change our environment. One might want to help homeless. I’ve decided I want to leave the world 3 young men who will create a legacy of their own.  Three men who will take my vision one step further and help to leave the world a little better as well.  If I spend my 30,000 days being the best Dad possible, I think I’ll feel content that I spend my 30,000 days pretty well.

What are you going to do with what’s left of your 30,000 days?

Trump Can’t Stop Immigrant Hiring!

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Before Trump was hired, err, voted in as President. I was asked to respond to this question:

What impact do you think Trump will have on immigrant hiring? 

My response was probably a bit more positive at that point, pre-Trump than it is now, but I still remain bullish on immigrant hiring. Why? Because it’s what America actually wants! I still believe that any President wants what is best for America. How they get there might be drastically different, but Trump is very similar to many Presidents we have.

Even his recent Executive Order to “Buy American, Hire American” (My grandparents who retired from GM would love this, BTW!) has little if any impact on actual H1-B hiring. H1-B hiring is broken, and random, and needs major overall, everyone can agree on that! Not hiring immigrants is just ignorant and uninformed.

Trump is easily swayed by high public opinion. He cares about what people think of him. No, really! He actually does, probably more than any other President we’ve ever had. What he doesn’t care about is crazy folks yelling on the fringes. He cares about being ‘popular’. American businesses need immigrant workers. If he gives this to them, he’ll be popular with people he views as peers in many ways.

CareerBuilder released a study today showing 33% of American companies plan on hiring immigrant workers, which is virtually unchanged from this time last year. Also, the American public doesn’t view immigrant hiring as a challenge to their livelihood. A whopping 90% feel like immigrant hiring has no impact on their career possibilities. That’s a giant number!

If you put all the psychology and data together, I think we’ll get to a place in America and the hiring of immigrants that makes more sense than what we have now. A lottery system? That’s what we pin our hopes on for American companies!? No one in business thinks this system is good. Trump is all about, well, that changes daily, but let’s say he’s a little more consistent on what American businesses want.

I can foresee, for good or bad I’m not sure, a tiered system of immigrant hiring. The Visa system really has already created this. Professional workers get preference over service level, unskilled immigrant workers. I can see this widening as this is what Trump voters are really worried about. They aren’t worried about the Software Engineer or Doctor coming into America, they’re worried about that cook at Applebee’s, the immigrant on the manufacturing line, etc.

We know the reality, most American workers don’t want those jobs anyway, but they feel that having an immigrant take those jobs is somehow holding them back. The real issue is American companies offshoring high paid manufacturing jobs, not highly skilled professionals coming into the states. Again, the CareerBuilder study backs up this assertion, “I’m not worried about an immigrant taking my job” because immigrants don’t take normal American jobs, they take the jobs on the fringes – high-end and low-end.

The New Definition of “Passive Candidate”

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Okay, we get it, Mrs. Hiring Manager, you want passive candidates!!! We’ll get right no that…

Passive candidates are the holy grail of candidates, right? Untouched, virgin, pure as the driven snow, fresh meat that has yet to be soiled by the dirty hands of another recruiter. If I could find a way to mainline passive candidates right into my system I’d be the best recruiting junkie on the planet!

Do you even lift bro? I mean, do we even know what the hell a passive candidate even is anymore?

The Passive Candidate Definition from ten years ago:

“A Passive Candidates is someone who is being considered for a position but is not actively searching for a job.”

So, are we buying this today?

If so, it seems like we then need to define “actively searching”. The only candidates I know who are ‘actively searching’ for jobs are candidates out of work, working in a job that isn’t their chosen career (Communications grad from B-level university, selling cell phones in a strip mall), or about to be fired from their current position.

If those are the actively searching candidates, that makes almost everyone else Passive! I don’t think our definition of Passive Candidate matches that of our hiring managers current definition of passive candidate! I think they would say anyone who is searching for a job, passively or actively, is not really passive.

So, why do we see this differently? Well, this is a bit of marketing that TA played on the hiring manager to fill positions. “Hey, Tim is a great ‘passive’ candidate, I found him on LinkedIn, he didn’t even ‘apply’ to our job! You have to interview him!” The ‘he didn’t even apply’ is like crack for hiring managers, who now believe you found Tim locked away in a vault at your competitors that has never seen the light of day.

The reality is a bit less sexy! Tim has been on LinkedIn for three years trying to get out of dead end company he’s been working for, but Tim sucks at networking and finding jobs, so he is just waiting around to be trolled by a recruiter, and he applies to jobs every week, just hasn’t applied to your job!

Let’s be honest with each other. If someone has posted a resume online, err, professional profile, they’re on the market! They might not be actively applying to jobs on a daily basis, but we all know they’re open for business. Someone can’t be passive that has a presence on any of the job boards (Monster, CareerBuilder, Indeed, LinkedIn, Dice, Zip, etc.).  They also can’t be passive if they actively applying to jobs, but just haven’t applied to your job!

So, the new definition of Passive Candidate should probably be:

“A Passive Candidate is someone you find through various methods who is not on the job market in any way.”

That means you might contact someone in your ATS database who applied for a job with you three years ago, but they are currently happily employed and totally off the job market radar. That’s a Passive Candidate. The referral your employee gave you for a former coworker that you can’t find anything online, and they tell you they’re not looking for a job. That’s a Passive Candidate.

A passive candidate isn’t someone you found who just hasn’t happened to think about applying to your job, yet. They actually might be the most active candidate on the planet, who you just happen to run into.

We know a truly passive candidate when we speak to one. They’re a bit nervous. A bit surprised. A bit flattered. You can tell they’re not used to talking to recruiters and feel guilty talking to you. This is the person you’re hiring managers are asking for when they say they want a passive candidate.

This isn’t to say passive candidates are better. That’s an entire another post, but let’s not act like we are providing passive candidates when we aren’t.

The Realities of Using a Full-Fledged Modern Day Talent Acquisition Platform

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I’m in a pretty cool place in life right now. Great job, great family, every day I get to work and talk with awesome, smart people, every week I get to see the most awesome technology on the planet. Like the t-shirt says, “Life is Good!”

If you’re a TA leader for a big shop, I’m guessing my life is better than yours! Why do I know this? Because the technology you’re being asked to use has completely passed you by on the side of the highway!

Remember that first time when you’re Mom or Dad asked you to ‘fix’ the clock on the VCR? It was simple, but they had no idea on how to set the VCR clock, so it would blink “12:00” for weeks until you decided to fix it. Most TA leaders, right now today, are looking at that clock on the VCR blinking!

The reality of using a full-fledged modern day Talent Acquisition Platform is:

– You’re not ready for it.

– It’s like you’ll be taught how to walk all over again.

– It’s like you’ll be learning a new language.

– It will be the single most valuable thing you’ll ever do in your TA career.

– You’ll be forced to teach your entire leadership something completely new.

– Most vendors selling these solutions, don’t have the capability to actually teach you and your team how to effectively use it.

– You and your team aren’t ready to unlearn all of your broken, bad habits to use it effectively.

– You’re going to have to admit to yourself and others, you really don’t know what you’re doing.

That last one is hard. Because we do know what we’re doing, damn it! But, this is where you have to remember the blinking VCR clock. You don’t, but you can learn!

A full end to end TA platform will change the way you, your team, and your organization actually attract, recruit, and onboard talent. Gone, completely, will be Post and Pray. So, will be those employees who think this is what recruiting is.

It’s not overly difficult to learn these new skills. It is uncomfortable because it’s a BIG change from what you’re actually doing today and calling it recruiting. You’re not recruiting. You’re administering a recruiting process. Those are different things. Your organization actually needs you, desperately, to attract, retain, and develop great talent.

Any monkey can collect resumes and pass them onto a hiring manager. In fact, you don’t even have to pay an admin $12 per hour to do that, I can find you an A.I. bot that can do that for pennies on the dollar.

The really, really cool part about this is you’ll completely change your career path by doing this! Once you implement and transform your organization’s recruiting practices using technology, you’ll have other organizations lined up at your door begging you to do the same for them!

The real reality is you have a choice to make. Fix the blinking clock, or keep ignoring it. What kind of TA leader are you?

The Single Best Incentive You Can Offer Millennials!

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The world is millennial crazy. If you read this blog you know I think about 99% of the millennial stuff is pure B.S. (we were all young once, it’s mostly great, but sometimes sucks, buy a helmet!), but every once in a while I find something that really hits home.

Student debt is the real deal!

I’ve gotten up close in personal with this. I have two kids in college who are just starting down this debt path. I also have a brother who is a millennial who gets punched in the gut each month he has to make his mortgage-sized student loan payment! Great white collar, professional career, well paid, can’t even think about buying a house. That sucks!

Take a look at his chart:

So, if you truly want to attract great millennial talent you need to do a couple of things:

1. Offer as a sign-on to pay off their student debt.

2. Offer home buying, mortgage assistance.

Why? Turns out employees who own a home, stay around a lot longer, are more productive, and I work for a company that cares enough about me to help me with my student loans and to buy a house, I’m probably a bit more engaged as well!

Here’s the other dirty little secret we know in HR. Let’s say you have a program that pays off student loan debt for employees. With those agreements, you usually have an amount per year payoff (I.E., We pay off $30K, you give us three years of service, or pay us back the money, or something along those lines).

Very few employees leave you after they’ve been employed with an organization for three years. Three years is that tipping point where you decide you’re all in, or all out. So, your job as an HR leader is to get them past three years! Okay, every organization has their own tenure tipping point, but on average most are around three years. Go find yours!

One other item from the chart that sticks out like a sore thumb? No college degree means you’ll more than likely never own a home. That sucks! Guess what, we all have people in our organization without college degrees. These folks need our help with major financial situations, like buying a home, more than any of our employees.

We should be able to figure this out as well. What would stop an employer from offering home buying assistance, for years of service, to their employees? Nothing. But we don’t do it because we see ‘those’ employees as easily replaceable. So, why put in the extra effort?

Employees are our most valuable asset, well, unless, you know, you only make $15 per hour, then you’re just an asset, not really that valuable. Isn’t that what we’re really saying?

Long, story, short: Help your employees buy homes. You’ll never regret it.

 

Be Careful What You Incentivize! You Actually Might Get It!

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I’m fascinated in how we compensate and incentivize employees. Not the actual process, but the decision-making process behind the what and how we do it. In my experience, how this usually goes is a two-level process:

First Level: Someone has a hunch, or it’s being done this way somewhere else.

Second Level: Someone in compensation searches for data to justify the hunch or data that agrees with what you want to do.

Real scientific, huh!?

Let me give you a real-world example that most of us are familiar with. We have a prison problem in America. We can all agree on this, correct? Prison populations are exploding and continuing to grow at an alarming rate.

Popular ‘theory’ says the reason behind this are based on a few situations. First, the war on drugs has caused the increase in more inmates in prison. Seems fair, we definitely hate those drugs. Second, for-profit private prisons have turned prisons into a business and this keeps prisoners in longer than they need to be. Third, minimum sentences and three-strike policies have people in prison for life for minor crimes and drug offenses.

What if you were to find out none of this is actually true? That in fact, the real reason we have exploded our prison population over the past two decades is because of one simple incentive program. This is probably going to piss you off!  From The New Yorker:

“So what makes for the madness of American incarceration? If it isn’t crazy drug laws or outrageous sentences or profit-seeking prison keepers, what is it? Pfaff has a simple explanation: it’s prosecutors. They are political creatures, who get political rewards for locking people up and almost unlimited power to do it…between 1990 and 2007, while the crime rate began to fall, the number of line prosecutors went up by fifty percent, and the number of prisoners rose with it. That fact may explain the central paradox of mass incarceration: fewer crimes, more criminals; less wrongdoing to imprison people for, more people imprisoned….

Meanwhile, all the rewards for the prosecutor, at any level, are for making more prisoners. Since most prosecutors are elected, they might seem responsive to democratic discipline. In truth, they are so easily reëlected that a common path for a successful prosecutor is toward higher office. And the one thing that can cripple a prosecutor’s political ascent is a reputation, even if based on only a single case, for being too lenient. In short, our system has huge incentives for brutality, and no incentives at all for mercy.”

Go read the full piece in The New Yorker, it’s loaded with statistics to back up these real reasons for prison growth, and it’s an exceptional example of you actually get what you incentivize!

Many times we come up with incentive plans based on a short-term situation we want to change, but then years later those short-term incentive plans are still in place, and driving behaviors we never wanted or intended.

The other stat I loved from the article that we never hear in mainstream media or from our politicians is after the age of 40, most crime just stops. Basically, crime is young person’s game for the most part. If we were to release all prisoners at age 40, we would basically see no increase in the crime rate, but this will never happen. Why?

Because it only takes one. It takes one person getting out and committing another horrific crime and we all go, “See! It doesn’t work!” And, if it was someone I know, or god forbid my family, I’m probably right there with you. So, we lock up 7 Million Americans!

Be careful what behaviors you’re incentivizing, my friends, you actually just might get them!

Can I be Totally Honest?

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“Can I be completely honest with you?” is a phrase usually followed by some sh*t you don’t want to hear.  We talk about this concept a bunch in HR.  We need to tell our employees the truth about their performance.  We work to coach managers of people on how to deliver this message appropriately.  We develop complete training sessions and bring in ‘professional’ communicators to help us out on the exact phraseology we want to use.  All so we can be ‘honest’ with our employees.

Can I be completely honest with you?

No one wants you to be honest with them.

Employees want you to tell them this:

1. We like having you work here.

2. You’re doing a good job.

3.  You are better than most of the other employees we have.

4. We see great things coming from your development, and you’re on target for promotion.

5. Here is your annual increase.

Now, that might actually be ‘honest’ feedback for about 5% of your employees.  That means you will be saying a different version of honest to the other 95% that won’t like you being completely honest.

That is why talent management is really hard.  No piece of software will help you with this one fact.  Most people don’t like honest.  The cool part of this is that most managers don’t like to be honest. It’s uncomfortable. It causes conflict.  Most people aren’t comfortable telling someone else that they have some issues that need to be addressed, and most people don’t take that feedback appropriately.  You tell an employee they have ‘room for improvement’ and they instantly believe you told them they suck and they’re about to be fired.

So, as managers, we aren’t completely honest.  We tend to work around the truth.  The truth is we all have things we need to get better at, and it sucks to hear it out loud.  If someone tells you they welcome this feedback, they’re lying to you and themselves.  Those are usually the people who lose it the most when they are told the truth.  People who tell you they want honest feedback will believe you’re going to tell them ‘honestly’ they’re a rock star.  When you say something less than ‘rock star’ they implode.

So, what’s the honest solution to this?

Say nothing.  Set really good metrics. Metrics that show if a person is performing or not.  Make sure everyone understands those metrics.  Then, when the employee wants feedback, set down the metrics in front of them, and shut up.  Don’t be the first to talk.  The employee will give you some honest feedback if you wait.  Which will open the door to agree or disagree? Otherwise, you’re just working on subjective.  Subjective and honest don’t go well together.

But, you knew that. I really like having you stop by and read this.  You do a great job at your job. You’re certainly better than all those other readers who stop by and read this.  I’m sure you’re on your way up!

Body Language Matters in Recruiting Great Talent

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So, possibly the greatest basketball coach of all time is University of Connecticut’s Women’s Basketball coach, Geno Auriemma.  He currently has a 109 game winning streak in NCAA Division I basketball. Many of his current players have never lost a collegiate game!

You have no idea how unreal that streak is. It’s not like he can just recruit every top player, every year. He might get three or four of the best high school players, but other schools are also getting great talent.

Geno has something that only a tiny few great coaches have. Watch this short video to see it in action:

Couple things about this:

1. He says when he watches game film he watches what the kids on the bench are doing. If you’re at that level of detail, you’re going to be successful! I can guarantee you Nick Saban does the same thing. Tom Izzo does the same thing. Bill Belichick does the same thing.

2. If you’re interviewing for a job, the moment you pull into the parking lot, you better believe your actions are being evaluated, and almost 100% of those actions are body language!

If you hire an Eeyore, you’re going to get an Eeyore. Don’t think somehow they’ll change from the interview. If someone can’t have good body language in an interview, they’ll never have it coming to work and grinding each day.

Most of the jobs we hire for are basically skill-irrelevant. What we truly need is someone who comes to work each day with enthusiasm, is open to learning, has the ability to learn quickly, and plays well with others. I can teach you the rest. I can’t teach you to have great body language. That’s on you!

What if you could predict all of your Turnover? #UltiConnect @UltimateHCM

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Out at Ultimate Software’s Conference, this week and one of the cool features that Ultimate has within UltiPro is Retention Predictor. Ultimate has done a really good job at going out and buying some great data analytics companies and implementing that tech and talent into their organization.

So, what’s Retention Prediction? 

The concept is that if you analyze enough of your employee’s data points you’ll see trends that show if someone is highly likely to leave your organization as a voluntary term. As an organization, we really want and need to know data this to help retain our best performers.

UltiPro delivers a ‘score’ of each of your employees showing if someone is a flight risk based on their level of performance, so that you can filter, if you want, by high performers to low performers. The notion being, you definitely want to ‘save’ your high performers.

So, how do you save an employee that shows up as a High Risk? 

UltiPro will then deliver to the manager of the employee at risk specific “Leadership Actions”. These actions are recommendations of things the manager can do to help retain this employee. Currently, UltiPro has over 50 actions built into the system, and you can build in your own actions if you want for specific things you might want to do in your organization.

Does this really work? 

I spoke with multiple Ultimate Software customers who raved about how this one feature has literally changed their entire culture! One great example is Gregg Paulk, an executive at Anderson Center for Autism in New York.

Anderson had high turnover of their support staff, and also had an issue of lack of quality leadership training. Before they began using UltiPro’s Retention Predictor they had 30% turnover. In the two years since turning on the prediction feature, they’ve lowered their turnover to 15%! That’s giant! That’s real money that can now be used in other ways to better their organization and increase student care.

Anderson also saw higher engagement with their managers because they were now being able to deliver each manager specific actions to help them retain their staff, and ultimately help them become better managers of their team.

Paulk said one of the challenges in implementing anything like this is always the potential of false positives. One of your employees comes up a high flight risk, but in reality, they’re not. Yes, this can happen and will happen.

He said the key for them was to get their managers to understand how data prediction works. Yes, we’ll have a few false positives, but the majority of the data will be highly accurate and the percentage that is correct is so high, you can’t ignore what the predictions are telling your team.

What I really like about this feature is it puts HR into an immediate strategic position within the organization. It helps to make your entire team proactive and stop reacting to turnover as it happens. Your organization can finally become proactive in developing your team and leaders, which will naturally just help you drive a more dynamic culture.

What’s next? 

Ultimate Software is not just sitting on this, their data team is off the charts brilliant and they’re already working on their next generation product called “Perception” that will add in even more unstructured data into the algorithm and make these predictions more accurate, faster.

Check it out. I was super impressed by the accuaracy and real-life outcomes of this. It’s definitely a game changer for organizations.