Category Archives: Performance

How Skilled Are Your Peers, Really?

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Have you ever thought about how many people in your job actually know what they’re doing?

It’s a question that got me curious, so I asked a bunch of folks in different fields. Usually, when we think about how people perform at work, it looks like this: 20% are really great, 70% are just okay, and 10% are not doing well at all.

So, if you asked someone, “How many people in your field are really good at what they do?” you’d think their answer would be similar. But that’s not what I found out.

Take a minute to think about your own job. How many of your coworkers do you think are really good at it? If you’re an electrician and I asked you about ten other electricians, would you say that 80-90% of them can do a great job? What if you’re in HR—how many of your peers do you think are truly skilled?

In a survey I did a while back, only 1% of 394 professionals thought that more than 90% of their colleagues knew what they were doing.

On the other hand, a surprising 18% felt that less than 10% of their peers were really competent. What!?

This shows that people often think they’re better at their jobs than their coworkers are. It’s hard to say, “Yes, Karen is much better than me,” but it’s easy to say, “Oh, Tim? He doesn’t know what he’s doing!”

In my experience looking at different companies, I’ve seen that most people can handle the simple parts of their job. But when things get complicated, you start to see who’s really good and who’s not.

This is kind of scary when you think about it.

Jobs that need a lot of skill—like in medicine, law, finance, and tech—require good education, experience, ongoing learning, and attention to detail. Many people want these jobs because they pay well and there are lots of openings, but not everyone has what it takes to be good at them.

If you’ve ever had a medical problem where doctors couldn’t figure out what was wrong, and then you finally got answers at a top hospital, you know how much difference skill can make. The same goes for a tough legal situation—you can really tell the difference between a cheaper lawyer and an expensive one.

The gap in skills and performance among coworkers is probably bigger than we think. The idea that 20% of people in any field are top performers is likely too high; it’s probably closer to 1%. Real stars in any profession are rare. That’s why it’s so important for companies to keep their top talent. These people usually do a lot better than a bunch of average or below-average workers doing the same job.

Staying True to Your Game

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

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

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

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

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

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

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

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

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

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

Let’s Kill Direct Deposit

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

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

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

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

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

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

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

High-Maintenance Who?

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Ever wished there was a way to spot high-maintenance behavior during job interviews?

We hire high-maintenance employees because they’re very good at hiding their diva-ness during the interview process. Sometimes they even hide it through the probationary period of their employment. These are the really hard-to-handle ones because they know they’re divas and hide it long enough to make your life difficult.

So, what’s the best approach when you find yourself dealing with one?

Managing these individuals has been a recurring challenge in my HR career. They have a knack for causing trouble and thrive on being the center of attention. The key lies in redirecting their focus from their personal needs to what the organization requires. But how do you go about doing that?

Usually, high-maintenance employees become a problem because their direct supervisor doesn’t stop this issue immediately when it comes to light. But, this is common, especially with new hiring managers, so it’s critical to work with them and help them become better managers.

These employees are skilled at playing you against their manager. It’s essential to prevent this from happening. Collaborating closely with the hiring manager to create a unified approach is vital. When they attempt to stir up trouble, it’s important to intervene immediately: “Let’s bring in your supervisor so we can sort this out together.” Despite their objections regarding confidentiality, emphasize the importance of clarity and alignment among all parties.

High-maintenance employees hate to be on the same page because they get their power from the lack of communication within organizations. So the best way to limit their impact is to get everyone in the same room and nip the issue in the bud before it gets way out of hand.

The Real Game-Changers

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I can’t stand hiring managers who don’t want to hire moms because they might need to stay home with a sick kid or take an early lunch to catch their fourth-graders play. Both men and women managers have told me they’re not into hiring moms. It doesn’t sit right with me.

Why? I grew up with a single mom. I remember her choosing where to shop based on how many times she’d bounced a check there. I’d hand back stuff at the checkout ’cause they wouldn’t take her check, and we only had enough cash for a few items.

My mom started her own business, paid her mortgage, and raised two kids. It wasn’t perfect, but we made it. Those experiences shape a kid for life. It makes you appreciate what you have when you know you can live with much less.  My mom became hugely successful after I got out of college and my kids only know her as the grandma that has so much.  I can’t even describe to them the struggle, they have no concept.

The moms I bring in are some of the toughest workers on my team.  They come to work, which for many is a refuge of quiet and clean, and do work that is usually less hard than the other jobs they still have to perform that day and night.  They rarely complain, and usually are much better at putting issues into perspective and not freak out.

When I have a rough day, I try to remember that most of my day is done, but theirs won’t be until they hit the pillow. Old people and moms are the most disrespected of the working class. I swear by that. They are the most underutilized workers of our generation. A woman takes a few years off to raise a kid and somehow she’s now worthless and has no skills.

I don’t even want to write this post because I feel like I’m giving away a recipe to a secret sauce.  All these national recruiting companies are hiring the youngest, prettiest college grads they can find to work for them, and they mostly fail in the recruiting industry. Moms find this industry rather easy as comparable to what they are used to doing.

The real recruiting secret? Moms. They’re the main ingredient that makes it work.

It Takes a Village

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In the hiring game, going solo just doesn’t cut it. It’s like raising a kid – you need a village. This village isn’t just HR and TA; it’s the whole organization.

Dealing with clients who think we can do it all on our own is a challenge. Even if we’re an outsider, we still need input from TA, HR, and the hiring manager to know what makes their company tick and why a candidate would want to join.

And guess what? The same goes for in-house hiring.

For me, it starts with the hiring manager and the team needing a new member. Sure, TA does a lot, but the big cheese in hiring is the one making the final call.

Some top-notch hiring managers stand out by doing a few basic things:

  1. Making it crystal clear what they need in a candidate.
  2. Getting all the info out there pronto, even redoing job descriptions on the spot.
  3. Jumping into the candidate search, getting the team involved until the job is filled.
  4. Making hiring a top priority in their schedule.
  5. Setting up a simple communication plan to stay in the loop without the drama.

If more leaders did these simple things, hiring would be a breeze. Too often, though, we’re told to hire alone – just fill the position and stop complaining. Usually, it’s from leaders who are as clueless as us about how to make it work, so they vent their frustration this way.

Give them these steps, and suddenly, they become team players. Define the roles, and things start moving smoother for everyone.

Don’t let yourself get stuck hiring solo. Your gig is to lead a team effort. TA’s main job? Keep things on track and make sure everyone knows their part.

Hey, Be A Career Guide

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Remember what Steve Jobs said – people don’t know what they want until you show them. This applies to careers too. You might think you want a specific job title or hit certain goals, but the reality hits differently.

I once told my wife I wanted to be a vice president by 35 when I was 25. Got there, and it didn’t feel any different. It turns out, what I really wanted was control. Titles didn’t matter; I wanted to be the one calling the shots.

As a leader, I’ve noticed maybe 10% of the people you guide know exactly what they want in their careers. The other 90% are like me back then – they think they know but are just winging it until they hit some goal.

Most employees don’t really know what they want in their careers. That’s where leaders come in. It’s our job to help them figure it out.

Your job as a leader is to show your team what they want. Don’t assume they already know – most don’t. They won’t admit it, but that shouldn’t stop you from pointing out the possibilities.

From my own experience, the best leaders I had showed me the way. Four mentors in my life called me out on my title obsession and guided me in the right direction. They didn’t give up on me, and I’m grateful for that.

So, leaders, your role is like a career guide. Help your people see the path, and you’ll see them step up and do more than they thought possible.

Love Love Love

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I love to love. I’m not into expecting it back in the same way. Not everyone gets that, though. You hear people saying, “I love that person,” but when they don’t get the same love in return, they act like they never loved them in the first place.

Work relationships are kinda like that.

When you’re working, you want to feel good about your job. You also want your boss to feel good about you. It’s a two-way street.

For me, loving someone doesn’t change just because they might not love me the same way back. My kids loved me like crazy when they were little. I was their world. Now that they’re older, I’m not the center anymore, but that doesn’t change how I feel about them. It’s growth, not a downgrade. I hope I’ve taught them to love their own kids if they have any.

Same goes for employees. If they don’t love me anymore, it hurts, but I’m not going to stop caring about them. I want them to do well, even if it’s not with me. That’s just how I roll.

So, here’s to keeping it real and spreading love!

Happy Valentine’s Day!

Don’t Say That!

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Found this oldie but a goodie and I thought it would be a fun one to revisit. Still holds true, right?

7 Things You Should Never Say When Asking for a Raise!

Posted on  by Tim Sackett

There are certain conversations in our work lives that cause people the most anxiety and having to go in and ask for money is, on my list, the next most anxious work conversation most people will face.  I can think of many times that I wanted more money, thought I deserved to get more money, and heck even our good old Comp people said the market should be paying me more money, and still, it is a difficult conversation to have with my superior (at least for me).

Like many people, I think I do a good job, give my best effort, produce great results, and after all that, should I really need to ask? Shouldn’t my boss ‘get it’ and just want to write me a blank check?!

With all this in mind, most people will screw this conversation up by saying things they really want to say, but shouldn’t, if they’re trying to get a raise.  Here are the top things you probably shouldn’t say when asking for a raise:

1. “If you pay 10% more, I will really put in some extra effort!” – So what you’re saying is you’re not putting in extra effort now…

2. “I looked in our HRIS system and I know Sheila on the 5th floor is making $5000 more than I am – and she’s an idiot!” – Not the best strategy to look at others’ private comp information, even if you have access, then call them an idiot – at least in my experience…

3. “If you don’t pay me more money, I’ll be forced to find another job that will pay me what I worth” – Be careful, I’ve tried this one, and they might call your bluff!

4. “I’ve done the math and if you fire Mike, I can do his job and mine, you save $50K, after giving me $25K of his $75K salary” – This actually might be a really good idea, But Mike might be the last one standing with the $25K raise, not you!

5. “I really don’t understand how you can be worth $50K more than me, I do all your work – and deserve more money” – Bosses just love to hear they are overpaid, don’t do anything, and you can do their job – NOT!

6. “I saved the company $1 million in reducing recruiting fees, by implementing a social media strategy successfully, I should at least get a fraction of those savings” – Why, yes you should – if you were in sales, but you’re in HR, and this was part of your job description. Sorry for the wake-up call – all employees aren’t treated equally – put on a helmet.

7. “I know times are tough, so I was thinking instead of more money you could give me an extra week’s vacation or pay for my health insurance or something else like that.” – Okay, Einstein, stop thinking – it’s all money. Vacation, health insurance, paid parking, lunch money – it all hits the bottom line on the income statement. You just showed how expendable you really are.

I’ve learned over the years, through trial and error (okay, mostly error) that many, if not all, of the above statements just don’t seem to have the impact that I was hoping for with my supervisor.  I have seen peers, who performed well, were loyal, dedicated to doing their best for themselves, their co-workers, and the company, and got the raise they wanted by just being patient.

Supervisors are as uncomfortable as you are to have the compensation conversation. If you are as good as you profess to be, then they do want to give you more, but probably can’t due to budget, market, others performing even better than you, etc. It may be the hardest thing to do, but being patient usually works out the best of all!