Category Archives: Leadership

Pokemon Go Your Employees To Better Health

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I hate posts that just comment on the hottest thing going on in the world. Here’s the thing, I’m the last guy you want to hear some commentary on Black Lives Matter! So, you get Pokemon Go commentary instead!

Okay, here’s my take on Black Lives Matter –

  • If you say “All Lives Matter” you’re an ignorant asshole.
  • Of course “all” lives matter, but “all” lives are not getting killed for basic traffic violations.
  • I drove my car today. I was even speeding. At no point was I concerned a cop was going to pull me over and kill me for speeding, or anything else! I’m a middle-class white dude. That, by itself, is like a get out of jail free card for life!
  • Black Lives Matter because right now we need Black Lives to Matter. Let’s hope at some point we can add the Black Lives to the All Lives, but right now we can’t yet.
  • If you say Blue Lives matter, I get it. My brother is a cop. Cops get paid for shit. Have awful training, and are asked to make split second decisions in tense moments. They put their life on the line to protect civilians every day. Mistakes in that environment will be made, often. That’s a problem. When shots are fired, I hope and pray a cop will be there to protect me. Just like many were in Dallas.

Okay, now onto Pokemon Go!

  • My 13 year old walked around in our neighborhood more in the past 4 days then he did in the past 4 years!
  • Pokemon Go is f’ing brilliant. It’s the best thing to happen to wellness since, well, anything!
  • You should support your unhealthy employees need to want to go and find Pokemon! It will be the most successful thing you’ll ever do in employee wellness.
  • Also, on a side Recruiting note, did you realize there are nerd-herds out trying to catch Pokemon! Talk about great pools of IT talent just wondering around your city! Get on this! Pokemon Go is the best thing to happen to IT recruiting since Snap Chat! (he said completely laughing to himself knowing someone will truly believe this!)

Honestly, I love Pokemon Go. I saw so many teens out in my city walking and riding bikes the past few days!  Interacting together, while completely looking down at their phones.

It reminded me of when I was a kid and my parents would lock me out of the house until the street lights came on. Well, almost.

I even say white kids and black kids walking together, almost hand in hand, trying to find Pikachu! Dr. King would have had a tear in his eye, that a Japanese multi-national company developed a smartphone app that would finally bring us together under a common cause!

 

Wage Growth Means You Usually Screw Your Female Employees!

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I’ve been talking a lot lately about how women are getting paid less. Much of it is legitimate, some of it is not. Either way, it’s about to get worse!

Take a look at this chart from Business Insider, wages are growing at a fast rate:

Screen Shot 2016-07-08 at 2.12.49 PM

What does this mean?  You are about to start paying your employees and new hires more. This is bad news for women, since historically two things happen that screw them over in times like this:

  1. They’re less likely to leave their current organization.
  2. They’re less likely to negotiate higher salaries when starting a new job.

How does wage growth hurt women in these two cases?

First, if you stay at an organization, and don’t ask for more money, most organizations aren’t just going to give you money. At the same time, the organization is hiring new people, in the same positions, for more money! Now, you would hope that organizations would do the right thing, and make everyone whole, but we know this doesn’t happen as often as we would like.

Second, studies show women are less likely to negotiate for higher salaries when they are starting a new job. This becomes an issue as some organizations will pay whatever it takes in hard to find talent environments, meaning those who are tough negotiators are going to come in at higher rates. This usually means men will make more in the same or similar positions.

As wages grow fast, and talent is hard to find, many times in large organizations these inequalities will get missed.  This is part of why women get paid less. Things happen fast, a hiring manager has a shot at a great male developer and they pay more than others in their group. They know it’s more, but they’re desperate. They think they’ll take care of it when things slow down, but we know, things never slow down!

HR pros need to be very careful to watch incoming salaries and salary changes during these times of high wage growth. The market compensation is changing so fast, you might have to look at this quarterly, or even monthly, depending the industry, location, or position.

You already have a problem with paying females less, don’t allow fast moving markets to make your problem worse!

#DisruptHR – Failure is the New Black

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I’ve been fairly vocal over how I feel about the concept of welcoming failure into your life. It’s kind of like welcoming heroin into your life. It feels great when you first do it, then it quickly ruins you! Failure is heroin to your mind and confidence!

You are being sold a giant line of bullshit!

You have been told that ‘you just need to fail more’! If you just fail, you’ll find success! Failure is a good thing!

It’s not!!!

You know what happens when you actually fail?  It makes it easier for you to fail again. You’re actually teaching your mind and body how to fail! The way to success is not through continued failure. They way to success is by finding small ways to succeed. Giving your mind and body the pathway, the confidence it needs to succeed big.

Statistically, you are more likely to fail, the more you fail! It’s simple mathematics. Have you heard the statement, “It’s hard to beat a team three times in a row!” This is said in sports a lot after one team beats another team two games in a row. Statistically, it’s actually more likely you’ll beat a team the third time if you beat them twice already, but we so want to believe it’s not true!

Failure + Failure + Failure + Failure = crippling fear that you’ll never get it right for 99.99% of people.

Small success + Small success + Small Success = eventual big success!

It’s how we teach a child to do something new. You don’t teach a child to ride a bike by throwing them down the largest hill on the block and just let go. They’ll crash. They’ll crash again. They’ll crash again. Eventually, they’ll never get back on that bike!

We start small. You get on and I’ll hold and I won’t let go! You go a little ways. You show them that it’s fun. Eventually, you build up to being able to let go, but you make sure it’s by grass, so if they fall, hopefully, they fall into the grass.

Little successes. Lead to big successes.

That’s what my DisruptHR video is all about – check it out!

Failure Is The New Black | Tim Sackett | DisruptHR Talks from DisruptHR on Vimeo.

How To Build a Dream Team at Work

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If you pulled up any sports-related website or watched any sports news show on TV in the past few days you know that NBA player Kevin Durant left Oklahoma City Thunder and accepted a free agent offer to go and play for the Golden State Warriors.

It’s a big deal because Golden State was already pretty good, now, with Kevin, they look to be unstoppable! Basically, Golden State has built a team with arguably 4 of the top 20 players in the NBA on one team (Durant, Curry, Thompson, and Green). Most ‘great’ teams might have three top players, no one in history has had four when all playing at their peak!

Building a dream team seems to only happen in sports, but you hear talent acquisition leaders and executives talk about it a lot. How do we build a sales dream team, a marketing dream team, a design dream team, etc.? We all want to be a part of a dream team, or be a part of building a dream team for our organization!

So, how do you build a dream team?

1. You have to know how you want to ‘play’. You have to define what it is you want to do. An outcome. A style. “We want the best designed UX of any platform that supports patient safety in a hospital environment.” As an example.

2. You have to know who is the top talent in your industry that can accomplish the outcome you desire.  This is actually the hardest part of building a dream team in a non-sports environment because we usually don’t have comparing statistics or analytics to even start to understand who the best is.

3. You have to be able to recruit those individuals to your team. This is actually easier than in professional sports. In pro sports it usually takes one or two superstars to make a decision to get together, then they help recruit the others. In the real world, it helps to have a well-known professional, but it’s not necessary if you can sell the right story, compensation, and location!

4. Just having the ‘best players’ doesn’t guarantee success, they have to buy into the goal of the entire organization. This means having leadership with a clear vision that goes beyond the outcome. Yes, we want to win a championship, but we want to win that championship together, utilizing all of our strengths. This is another really tough thing in a real-world setting because it takes great visionary leadership.

5. Having a ‘Dream Team’ is about “Team”. You’ll have great talent and that great talent needs to understand that they go nowhere without those who support them to do great work. So, your dream team members have to be servant leaders. If they have great talent and treat people like crap, they won’t end up being a great talent!

I love it when great talent makes the conscious decision to get together and try and do something great. Some people don’t. They would prefer to see one great talent try and do it on their own. I love watching highly talented people get together and see how far they can push the levels of greatness! That’s what dream teams are all about, the dream.

Why Doesn’t Corporate Talent Acquisition Change The Way They Pay Recruiters?

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For the most part, Corporate Recruiters are paid a salary. That salary ranges widely from organization to organization, industry, function and location. I’ve seen corporate recruiters who make $40,000 and ones that make $150,000. The $150K corporate recruiters are overpaid, let me just throw that out there right off the bat!

Agency recruiters are usually paid some salary and a combination of commission and bonus. The average goal for an agency recruiter compensation model is 1/3 salary, and 2/3’s bonus and commission. So, if your base agency salary is $30K, the hope is you’ll get to $60K through commission and bonus. It takes some time to get to $90K-ish total, but it’s fairly common for agency recruiters to make six figures. Again, this depends on what kind of agency, location, commission structure, etc.

On average, you’ll see more six figure recruiters working on the agency side, then you’ll see on the corporate side, by a wide margin.

So, are agency recruiters worth more than corporate recruiters?

Worth is defined by those paying! What I’ll say to this question is agency recruiters are more likely to ‘prove’ their worth than you’ll see on the corporate side. Which begs the question why has corporate Talent Acquisition not adapted their pay structure to something similar to that of a recruitment agency?

I’ve run both corporate TA shops and agency shops. I can tell you, realistically, there is no reason, that makes sense, not to at least test different pay structures on the corporate side! My goal in was always how do I get my corporate recruiters to be 2/3’s salary and 1/3 bonus. I wanted to make sure there was some performance-based compensation as part of their total compensation.

Here are some reasons I ran into each time I changed the pay structure of corporate recruiters”

  • “If you change the pay structure the best recruiters will quit!”
  • “We can’t change the salary structure, it’s the law!”
  • “Paying bonuses to recruiters in a corporate setting isn’t fair to the other people in HR!”
  • “The executives will never agree to performance-based pay in a non-sales role!”
  • “We want our recruiters to be hiring manager focused and paying bonuses would change that!”

All of these excuses are complete B.S.!

I did have Recruiters quit everything I came into an organization, but not because of pay. They quit because I made them actually recruit for the first time in their life! They had to pick up a phone, they had hard measures and weekly and monthly goals, they quit because they weren’t recruiters, they were administrators. But, being paid like they were recruiters.

Corporate TA Leaders don’t change their pay structure because they don’t know what to change it to, and change is scary!

I get it. It was the first time I did it as well, but in the long run, we had higher performing recruiters, better hiring manager satisfaction and we flat out performed better as a department, as compared to what we did previously.  Here are some tips to making this change:

– Make sure your high performing recruiters can actually make more money in the new model.

– Make sure low performers make less in the new model.

– Set black and white measurable goals before changing pay, and work with these goals for a while before aligning them with compensation.

– Be flexible to change. The first time I did this I found major holes and had to make some immediate changes that were fair to the recruiters and the organization.

– Communicate with your team and executives through this process.

– Have written outcomes you want to see from this change and watch those metrics closely.

– Paying per hire is never a bad thing, just make sure the pay matches the effort of the hire. Don’t pay the same bonus for hiring an admin as you do to hire a Java Developer. I tried to equalize this by the time and effort it took to fill each position. If it took 1/10 the time and effort, the bonus was 1/10 the amount of a full effort position. Again, you’ll have to test and adjust this for your organization. Don’t write it down in stone, to start!

– You’ll never really have to have a performance management conversation again! Oh, you want to make more money….

Recruiting, even in a corporate setting, is a sales type role and should be paid as such. There is no reason why you can’t have a more effective pay structure in your corporate TA department.

Want some help in getting this off the ground?  Contact me!

 

 

What if it’s impossible to fix the Gender Wage Gap?

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I love the HR and Talent data analytics platform Visier and have been following them for years. Recently, Visier released a study called the Visier Insight’s Report: Gender Equity that I found fascinating!

Basically, Visier claims they discovered the main reason behind the gender pay gap and they titled it the “Manager Divide” (You can download the report here). The Manager Divide—an underrepresentation of women in manager positions—significantly contributes to the gender wage gap. To break it down simply, women begin to leave the workforce around age 26 to begin having babies. At this point, the wage gap begins and women never catch up!

Screen Shot 2016-06-28 at 2.33.25 PMYou can clearly see it in this graph from the Visier report. Men and women virtually earn the same up until age 26, in fact, women earn slightly more. At age 26 there is a huge split in the graph, and women don’t even start to close that gap until close to retirement.

Visier gives a bunch of great ways for organizations to close the gap:

– Implement the “Rooney Rule”: for every manager position you have open to fill, consider “at least one woman and one underrepresented minority” in your slate of candidates.

– Implement blind screening, removing names (or other gender identifiers) from resumes when selecting candidates for interviews.

– Increase measurement and awareness of gender equity in the rollout or implementation of HR policies, including manager promotions and hires, and compensation policies.

– Support meaningful paid parental leave that is equal for both women and men.

– Ensure it is socially acceptable for both men and women to take time off to care for their children.

All good stuff, right?

Here’s my question: if this gender wage gap phenomenon happens because of a natural cause (childbirth and rearing), how does any of this change it?

It doesn’t. The majority of women are till going to leave the workforce, on average between 26 and 36, to begin raising their family. Whether these women leave for 9 months or 9 years, they’ll return to the workforce with that much less of experience.  So, they’ll always be playing catch up, for the most part, to those men who didn’t leave to have babies and raise them.

The reality is, because of women leaving to have babies and raise families, they’ll always be a pay disparity between genders. Should it be 21% on average? No. That’s why we need to focus on the real issue at hand.

In most organizations of any size, you have females making less than men who are in the same position with basically the same experience, performance, and education level. The only reason they are making less is because they’re a female. That’s the real issue.

How do you fix this?

The old fashion way. It’s a big project. You’ll have big spreadsheets and you’ll have uncomfortable conversations with managers who gave larger raises to men, for no reason other than their bias. It’s an uncomfortable project, but it’s the only way to solve the real issue. Painstakingly one position, one department, one person at a time.

You can do high-level analysis in your organization and you’ll find a gender pay gap. That’s natural, the Visier report pointed this out. It’s going to continue to happen because we live in a society and culture where women still do most of the heavy lifting when it comes to childbirth and raising the children. You have to get into the weeds to find the real issues within your organization in terms of gender pay gap, not a 20,000-foot flyover.

Every large organization I’ve ever worked in had gender pay issues within specific positions and departments. It wasn’t rampant, but it was there. A word of caution, don’t point fingers at fault. Just work to solve the problem. It happened, how do we move forward and fix it. Placing blame will cause stalls and fights, you don’t want to be a part of at an executive level. Just find ways to quietly fix the problem and make things right.

 

In Recruiting, Content Is NOT King!

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Something happened over the past five years. Content marketing, which is a brilliant way to connect with a customer base and build sales, became very fashionable in the recruiting space.  So much so, that I constantly read vendors telling in the trenches Talent Acquisition pros and leaders:

“In Recruiting, content is king!”

No. No, it is not! In recruiting, activity is king.  I think the confusion comes into play with people treating employment branding and recruiting as the same thing. They’re not the same thing. One build’s awareness of who you are and what kind of employer you might be, possibly you can stretch employment branding into awareness of your job openings as well.

Content in employment branding is important if you’re doing content recruitment marketing. Again, you don’t have to do this to do employment branding. Many organizations build their brand without content. If you have a great consumer brand, you are less likely to need content to build your employment brand.

I’m not against producing great content to build your brand, believe me! It can be super helpful, especially if you don’t have a larger consumer brand behind you.

The point is you can be awesome in recruiting and never produce a single piece of content. I see so many TA shops missing this right now. The question is why? Why are TA shops believing that the only way to recruit is to build content and build an audience?

Employer Branding is a huge business right now! Organizations are spending millions of dollars per year to build, maintain and grow their employment brand. For huge organizations, or organizations in highly competitive environments, this is very important. For many organizations, this is a complete waste of time and resources!

The noise in the employment branding space is so loud right now, most organizations are not going to be heard. In that case, why are you spending the resources? You’re doing this because it’s easier than picking up a phone and calling a candidate! That’s recruiting.

Recruiting are the activities you do to hire people for the jobs you have open. Included in those activities are not only candidate attraction but candidate interaction. Candidate interaction, the function of a recruiter interacting with a candidate, might be the most forgotten skill in all of Talent Acquisition.

The skill of interacting with a live person is lost on most talent acquisition shops. Sure you can connect with candidates via email, messaging, text, twitter, Snapchat, etc. Eventually, though, someone has to speak to a live person. Someone has to close this person on coming to work for you. We, the talent acquisition industry, continue to spend less and less time on this side of our business, and it’s showing.

Great recruiting organizations are activity focused and activity driven. Sales funnel. Candidates come in the top, and hires come out the bottom. It’s not difficult. It’s not art. It’s a process. It’s metrics. Teach your recruiters to be able to engage live people on the front side, and you will see a great return on that investment in more hires. No content needed.

 

 

“Recruiter” is the best job in HR! #SHRM16

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I grew up and lived most of my life in Michigan.  There are so many things I love about living in Michigan and most of those things have to deal with water and the 3 months that temperatures allow you to enjoy said water (Jun – Aug).  There is one major thing that completely drives me insane about Michigan.  Michigan is at its core an automotive manufacturing state which conjures up visions of massive assembly plants and union workers.  To say that the majority of Michigan workers feel entitled would be the largest understatement ever made.

We have grown up with our parents and grandparents telling us stories of how their overtime and bonus checks bought the family cottage, up north, and how they spent more time on their ‘pension’ than they actually spent in the plant (think about that! if you started in a union job at 18, put in your 30 years, retired at 48, on your 79 birthday you actually have had a company pay for you longer than you worked for them – at the core of the Michigan economy this is happening right now – and it’s disastrous!  Pensions weren’t created to sustain that many years, and quite frankly they aren’t sustainable under those circumstances).  Seniority, entitlement, I’ve been here longer than you, so wait your turn – are all the things I hate about my great state!

There is a saying in professional sports – “If you can play, you can play”.  Simply, this means that it doesn’t matter who you are, where you come from, how much your contract is worth – if you’re the best player, you will be playing.  We see examples of this in every sport, every year.  The kid was bagging groceries last month, now a starting quarterback in the NFL!  You came from a rich family, poor family, no family – doesn’t matter – if you can play, you can play.  Short, tall, skinny, fat, pretty, ugly, not-so-smart – if you can play, you can play.  Performance on your specific field of play – is all that matters.  BTW – NHL released this video a while back supporting the LGBTQIA (BTW – will someone get the LGBTQIA a marketing consultant and stop just adding letters!) community (if you can play…) –

This is why I love being a recruiter!  I can play.

Doesn’t matter how long I’ve been doing it.  Doesn’t matter what education/school I came from.  Doesn’t matter what company I work for.  If you can recruit – you can recruit.  You can recruit in any industry, at any level, anywhere in the world.  Recruiting at its core is a perfect storm of showing us how accountability and performance in our profession works.  You have an opening – and either you find the person you need (success), or you don’t find the person (failure).  It’s the only position within the HR industry that is that clear cut.

I have a team of recruiters who work with me. Some have 20 years of experience, some have a few months – the thing that they all know is – if you can recruit, you can recruit.  No one can take it away from you, no one can stop you from being a great recruiter.  There’s no entitlement or seniority – ‘Well, I’ve been here longer, I should be the best recruiter!’ If you want to be the best, if you have to go out and prove you’re the best.  The scorecard is your placements.  Your finds.  Can you find talent and deliver, or can’t you?  Black and white.

I love recruiting because all of us (recruiters) have the exact same opportunity.  Sure some will have more tools than others – but the reality is – if you’re a good recruiter – you need a phone and an ability to connect with people.  Tools will make you faster – not better.  A great recruiter can play.  Every day, every industry.  This is why I love recruiting.

A very special episode of T3 – Why Microsoft Overpaid for LinkedIn

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This week on Saved by the Bell…

Remember those ‘very special’ episodes of your favorite TV shows growing up?  When they took a break from their normal sitcom canned laughs to talk about something serious, like smoking in the bathroom, kissing at the school dance, or cheating on a test!

This week on T3 I’ll give you my take on the biggest news to come out of HR/Talent Technology in a long time! Microsoft’s purchase of LinkedIn sent shock waves across the industry this week. LinkedIn is HR Tech’s favorite punching bag because quite frankly their one of the few super success stories in HR Tech.

Microsoft paid $196 dollar per share for LinkedIn, a massive 50% premium as compared to LinkedIn’s closing price on Friday of $131. That’s the biggest question, why so much?

There is a ton of speculation and we’ll all have fun over the next months and years guessing what Microsoft will do with LinkedIn.  History hasn’t been kind to these types of large takeovers. At the beginning, Microsoft has said they’ll let LinkedIn continue to run LinkedIn. We all know that won’t last forever and sometime next year expect to see massive reorganization and layoffs at LinkedIn! That’s just business. When you pay $26.2 Billion for a company, you expect some returns and quickly!

Here’s what we actually know, LinkedIn is in a very unique position in the market, unlike anyone else! Even though 2/3’s of their entire revenue comes from job board type activities (they call them talent solutions), employers still haven’t lost their minds when their employees decide to go on LinkedIn. “It’s only for professional networking!” Yeah, that played well, like five years ago, but now the cat is out of the bag. LinkedIn is full job board 2.0!

I’m not hating! They’re in a brilliant position and one that Microsoft finally found a way to leverage with Office 365. Can you imagine the synergies between the two products? If Office 365 automatically puts the user into a version of LinkedIn, entire organizations will become part of this giant network.  If every Office 365 user gets some free premium access to LinkedIn the number of monthly users will skyrocket. We could just go on and on with possible things they could do, all of which will make talent acquisition departments more dependent on using LinkedIn.

Quite frankly I’m surprised it took this long for a major player in the tech space to understand LinkedIn’s unique position within the market. No organization wants their employees on Monster, CareerBuilder, Dice or Indeed. None of them care if their employees are on LinkedIn?!? It boggles the mind that HR and Talent executives don’t get this!

On top of this 60% of LinkedIn’s traffic is coming through mobile, another big win for Microsoft when purchasing what is becoming a full blown social network in LinkedIn. It will be interesting to see how Facebook and Google react. I’ve said all along Facebook could end LinkedIn instantly if it decided to jump into this space. Microsoft might have just kicked a sleeping bear. Facebook has more users, more frequency, and more data. All of which could lead it to open up it’s own ‘professional network’.

Microsoft overpaid for LinkedIn because they have a plan on leveraging LinkedIn’s unique position.  Will it work? I don’t know, but it’s going to be fun watching!

HR Isn’t Rocket Science!

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I hear one thing over and over from people who read my stuff or see my presentations:

“It’s not rocket science.”

I take that as a compliment.  I’m not trying to ‘wow’ anyone with my big brain.  I’ve never been known for being the big brain type.  I’m the common sense, straight forward type.  HR and Recruiting, to me, shouldn’t be hard and complex.  It should be simple and easy to understand.

That’s the problem.

Too many HR and Talent Pros want to make it seem like ‘our’ jobs are very complex and difficult.  This is very natural, every profession does this.  If HR is easy, you won’t be valued highly by leadership.  So, let’s make it hard.  The last thing anyone wants to do is come out and say, “Hey! A monkey to do my job, but keep paying $80K!”   It’s very difficult culturally to come clean and say, “You know what?  This stuff isn’t hard.  It’s work.  We have a lot to do.  But, if we do what we know we have to do, we’ll solve this!”

But that’s HR and Talent Acquisition. It’s work.  Many times it’s a lot of work!  But we aren’t trying to solve the human genome!  We are trying to administer some processes, get our employees better, find ways to keep them engaged and happy, and find more folks who want to become a part of what we are doing.  Not overly hard.  It’s not rocket science.

I think the complexity in HR and Recruiting comes into play with ‘us’ not being aligned with what our leadership truly wants.  Many times we flat out guess what we think they want out of HR. Sometimes we assume what they want, and try and do that. Very rarely do we actually find out exactly what they expect, and just deliver that.

There are a number of reasons for this.  First, we might not agree with what our leadership wants or expects from HR.  So, we give them what we want and expect from HR.  This never works well, but is tried often!  Second, our leadership changes what the want and expect, as they see better ways to HR and Recruiting.  Change is a bitch.  It’s more of a bitch when it’s happening to you.  Third, we might not have the experience to deliver what is wanted or needed.  So, you get what we can give you.

This seems to be why delivering great HR and Talent Acquisition becomes rocket science.  Simply, we can’t have basic communication with our leadership and some self-insight on our capabilities of what we can actually deliver.   Couple this with most people’s unwillingness to ask for help, because they fear others will look down on them for not knowing, and you’ve hit the HR rocket science grand slam!

HR isn’t hard. Recruiting isn’t hard.  Dealing with expectations, and our own insecurities, that’s hard!